How Hiring Managers Actually Evaluate Consulting Backgrounds (Behind Closed Doors)

I spent two months interviewing 40 hiring managers, VPs, and Directors who have hired former consultants into strategy, operations, and chief of staff roles.

I asked them one question: "When you see someone from McKinsey, BCG, Deloitte, or a Big 4 firm applying for a role on your team, what actually goes through your head?"

The answers were more honest than I expected. And they explained a lot about why consultants struggle to convert interviews into offers even when they're clearly qualified.

Here's what I learned: hiring managers have a split reaction when they see consulting backgrounds. Half of them are immediately interested. The other half are immediately skeptical. And which half you land in depends entirely on what signals you're sending beyond just the firm name on your resume.

Let me show you exactly what hiring managers are thinking when they evaluate your consulting background, what concerns they're trying to resolve, and what actually convinces them to say yes.

The First Reaction: Interest Mixed with Skepticism

When a hiring manager sees "McKinsey" or "Deloitte" on a resume, the first reaction is almost always interest. Consulting firm brands signal something real: smart people, structured thinking, exposure to complex problems.

But that interest lasts about five seconds. Then the skepticism kicks in.

What they're thinking:

"Okay, this person is probably smart. But can they actually do the work we need? Can they execute, or are they only good at making PowerPoint decks? Will they fit our culture? Will they stay long enough to make an impact, or will they get bored and leave?"

According to a 2024 survey from Harvard Business Review of 600 hiring managers, 81% said they view consulting experience as "potentially valuable but requires careful evaluation." Only 12% said they view it as an automatic advantage. The remaining 7% said they view it negatively by default.

The split comes down to this: hiring managers are trying to figure out if you're going to solve problems or create problems.

If you solve problems (strategic thinking, ownership, communication, adaptability), you're a huge asset. If you create problems (can't execute, don't fit the culture, leave after 12 months), you're a costly mistake.

The consulting brand gets you in the door. But what happens next depends entirely on how you navigate the specific concerns they're evaluating.

Concern #1: "Can They Actually Execute, or Are They Just Advisors?"

This is the number one concern. Every hiring manager I talked to brought this up, unprompted.

What they're worried about:

"Consultants are great at making recommendations. They build beautiful slide decks. They present to executives. But when the presentation ends, they leave. Someone else has to do the actual work of implementing the strategy. I need someone who can own execution, not just advise on it."

This concern is strongest when you're applying to operational roles (Director of Operations, VP of Product, etc.) and slightly less intense for pure strategy roles. But it comes up everywhere.

What They're Looking For to Resolve This Concern

Hiring managers are scanning your resume and your interview answers for evidence of execution, not just advisory work.

Green flags they're looking for:

• "Built" or "implemented" language, not just "recommended" or "advised"

• Examples where you stayed involved through implementation, not just strategy

• Stories where you had to deal with execution challenges (pushback, resource constraints, unexpected problems)

• Evidence that you understand the difference between a good plan and a plan that actually worked

Red flags that reinforce the concern:

• Resume full of "delivered strategic recommendations" and "presented to C-suite" with no mention of what happened after

• Interview answers that focus entirely on the analysis phase, not the implementation

• Unable to talk about what went wrong or what you'd do differently

• Describing yourself as a "strategic thinker" without examples of execution

What one VP of Operations told me:

"When I interview consultants, I specifically ask: 'Tell me about a time your recommendation didn't work.' If they can't answer that, or if they blame the client for not executing properly, I know they're not ready for this role. I need people who own outcomes, not just plans."

How to Address This in Your Interview

Don't wait for them to bring up the execution concern. Address it proactively in your "tell me about yourself" answer.

Example framing:

"I spent six years at Deloitte building operational strategies for healthcare companies. What I learned is that strategy only matters if it gets executed. In my last two engagements, I stayed involved through implementation, embedding with the client team for 4-6 months to make sure the plan actually worked. That's what taught me I want to move from advising to owning. I want to be the person executing the strategy, not handing it off."

This directly addresses their concern before it becomes an objection.

Concern #2: "Will They Fit Our Culture, or Will They Think They're Above the Work?"

This concern is about ego and cultural fit. Hiring managers worry that consultants are used to being treated like experts, that they'll struggle reporting to someone who isn't a partner, and that they'll look down on "corporate" work as beneath them.

What they're worried about:

"This person advised Fortune 500 CEOs. Now they're going to be reporting to me, a VP at a Series B company. Are they going to respect my authority? Or are they going to constantly reference how things were done at McKinsey and make everyone feel inferior?"

What They're Looking For to Resolve This Concern

They're evaluating your humility and your willingness to learn from people who don't have consulting backgrounds.

Green flags:

• Asking thoughtful questions about their business and how things work internally

• Showing curiosity about how they do things, not telling them how they should do things

• Acknowledging that consulting taught you frameworks, but industry will teach you execution

• Demonstrating respect for the team you'd be joining, not positioning yourself as the smartest person in the room

Red flags:

• Name-dropping clients or partners excessively

• Comparing everything to "how we did it at Bain"

• Positioning yourself as the person who will "fix" their problems

• Acting like your consulting background makes you inherently more qualified than internal candidates

What one Director of Strategy told me:

"I've hired three consultants over the years. Two were great. One was a disaster. The disaster couldn't stop talking about how things worked at his old firm. Every meeting, he'd say 'at McKinsey, we would have...' The team hated him. He lasted eight months. Now when I interview consultants, I'm specifically listening for whether they're curious or arrogant. Curious, I'll hire. Arrogant, I won't."

How to Address This in Your Interview

Show humility without underselling your experience. Acknowledge what you don't know while being confident about what you do know.

Example framing:

"One thing I'm really excited about is learning how strategy works when you're on the inside. In consulting, I built frameworks for go-to-market strategy, but I handed them off after three months. I never saw what actually worked, what had to be adapted, how the team dealt with execution challenges. I know I have a lot to learn about how strategy gets operationalized long-term, and I'm looking forward to that."

This signals humility (you know you have things to learn) while demonstrating self-awareness (you understand the gap between advising and executing).

Concern #3: "Will They Get Bored and Leave After 12 Months?"

This is the flight risk concern. Hiring managers know that consulting is fast-paced, intellectually stimulating, and constantly changing. They worry that "normal" company pace will feel slow and boring, and you'll leave as soon as the novelty wears off.

What they're worried about:

"Consultants are used to working on new problems every 3-6 months. In this role, they'll be working on the same strategic problem for 18-24 months. Are they going to stick around, or will they get bored, realize corporate life isn't for them, and leave just as they're becoming valuable?"

What They're Looking For to Resolve This Concern

They need to believe that you understand what you're signing up for and that you're running toward this pace, not just away from consulting's travel and hours.

Green flags:

• Clear narrative for why you want depth over breadth (working on one problem deeply vs. jumping between clients)

• Understanding that corporate pace is different, and you're excited about that, not settling for it

• Evidence that you've thought about what the first 90 days, 6 months, and 12 months look like in this role

• Realistic expectations (you're not going to transform the company in six months)

Red flags:

• Can't articulate why you're leaving consulting beyond "I'm burned out" or "the travel is too much"

• Describing this role as a "break" or "stepping back"

• No clear vision for what you want to accomplish in the first year

• Sounding uncertain about whether corporate life is right for you

What one Chief of Staff told me:

"I ask every consultant: 'This role is going to feel slower than consulting. You'll spend months on one problem instead of weeks. How do you feel about that?' If they say 'I'm okay with it,' that's a red flag. If they say 'That's exactly what I want, here's why,' and they can articulate a real reason, I'm interested. I need to believe they've thought through the trade-offs, not just decided consulting is hard so let's try something else."

How to Address This in Your Interview

Don't pretend corporate life is going to be just as fast-paced as consulting. Acknowledge the pace difference and explain why you're actually excited about it.

Example framing:

"One thing I realized in consulting is that I never got to see my work compound. Every three months, I was on a new engagement, starting from scratch. I'd build a strategy, hand it off, move on. I never got to refine it, iterate based on what worked, build on it over time. That's what I'm most excited about in this role. I want to work on one hard problem for 18-24 months and actually see it through. The depth is what I'm looking for, not the pace."

This reframes pace as a feature (depth, long-term impact), not a compromise (boredom, slow corporate life).

Concern #4: "Are They Worth the Comp They're Going to Expect?"

Compensation shows up as a concern less often than the first three, but it's real. Hiring managers know that McKinsey Managers and Deloitte Senior Managers earn $180K-$250K+ all-in. They're worried you're going to want the high end of their budget or above it.

What they're worried about:

"We're budgeting $150K-$180K for this role. If this person is making $220K at Bain, are they even going to consider this? Am I wasting my time interviewing someone who's going to turn down the offer because the comp isn't enough?"

What They're Looking For to Resolve This Concern

They want to know early if there's a comp mismatch so they don't waste time on a candidate who won't accept their range.

Green flags:

• Asking about comp range early in the process (shows you're pragmatic, not just shopping around)

• Being transparent about what you're currently making and what you're targeting

• Focusing on total comp (base + equity + bonus) rather than just base

• Understanding that equity at a Series B/C company might be worth more long-term than higher base at a larger company

Red flags:

• Avoiding comp discussions until the offer stage

• Focusing only on base salary without considering equity

• Signaling that you expect to maintain or exceed your consulting comp

• Not understanding how startup equity works

What one VP of Finance told me:

"I appreciate when consultants are upfront about comp expectations. If they're making $250K at McKinsey and our range is $180K-$200K, I need to know that early. If they're excited about equity and understand the long-term upside, great, let's keep talking. If they're expecting $250K base, we're not aligned, and I'd rather know that after one conversation than after three rounds of interviews."

How to Address This in Your Interview

Bring up comp in the first or second conversation, not at the offer stage. Be transparent about your current comp and your expectations.

Example framing:

"I want to make sure we're aligned on comp before we go too far. I'm currently at $220K all-in at Deloitte. I'm targeting $160K-$190K base for this type of role, but I'm very interested in meaningful equity given the growth potential at this stage. What's the range you're working with for this role?"

This shows you're realistic (you know base might be lower), focused on total comp (you care about equity), and pragmatic (you're not wasting anyone's time).

What Actually Convinces Hiring Managers to Say Yes

Now that you know the concerns, here's what actually tips hiring managers from "interested but skeptical" to "let's make an offer."

Signal 1: You Have a Clear, Specific Reason for Making This Move

Hiring managers trust consultants who have thought deeply about why they're leaving and why this specific role makes sense. They don't trust consultants who seem like they're just "exploring options" or "seeing what's out there."

What convinced one VP to hire a BCG consultant:

"She walked me through exactly why she was leaving consulting, what she wanted in her next role, and why our company was the right fit. It wasn't generic. She'd clearly spent time thinking about it. She knew our product, our market, our competitors. She wasn't just looking for any strategy role, she was specifically interested in our problem. That level of intentionality made me confident she wasn't going to leave after a year."

Signal 2: You Show Evidence of Execution, Not Just Strategy

The consultants who get offers are the ones who can tell stories about building, implementing, and owning outcomes, not just delivering recommendations.

What convinced one Director to hire a Deloitte consultant:

"He told me a story about a client engagement where his recommendation got implemented but didn't work. Instead of blaming the client, he stayed involved, figured out what went wrong, rebuilt the approach, and worked with the client team to make it successful. That story convinced me he understood execution, not just strategy. I hired him on the spot."

Signal 3: You Demonstrate Respect for the Team You're Joining

Hiring managers want to know you're going to be a collaborative team member, not the person who thinks they're smarter than everyone else because they worked at McKinsey.

What convinced one Chief of Staff to hire a McKinsey consultant:

"In the interview, I asked her what she was most excited to learn. Most consultants say 'I'm excited to bring my frameworks to your team.' She said 'I'm excited to learn how you've built your strategy function without a consulting background. I've only seen strategy done through the consulting lens, and I know there are other ways to do it well.' That answer told me she was going to be curious, not arrogant. I hired her."

Signal 4: You're Realistic About the Role and the Timeline

Consultants who get offers are the ones who have realistic expectations about what the first year will look like. They don't promise to transform the company in six months. They acknowledge it'll take time to learn the business, build credibility, and make an impact.

What convinced one VP to hire a Bain consultant:

"I asked him what he wanted to accomplish in his first 90 days. He didn't say 'I'm going to build a new growth strategy' or 'I'm going to optimize operations.' He said 'I'm going to spend the first 30 days learning the business, understanding the team dynamics, and figuring out where the real bottlenecks are. Then I'll have a clearer sense of where I can add value.' That showed maturity. I knew he wasn't coming in trying to be a hero. I hired him."

How to Prepare for These Evaluations (Practical Steps)

If you're interviewing at companies and you want to navigate these concerns effectively, here's how to prepare:

Step 1: Anticipate the Four Concerns

Before every interview, remind yourself of the four concerns:

1. Can they execute, or are they just advisors?

2. Will they fit the culture, or think they're above the work?

3. Will they get bored and leave?

4. Are they worth the comp?

Have specific stories and framings ready that address each concern.

Step 2: Build Your Execution Stories

Identify 3-5 stories from your consulting experience where you were involved in implementation, not just strategy. These should be stories where:

• You stayed involved through execution

• Something went wrong and you had to adapt

• You worked closely with client teams to make sure the plan actually worked

• You owned an outcome, not just a recommendation

Practice telling these stories in the STAR format (Situation, Task, Action, Result). Make sure the "Action" focuses on execution, not just analysis.

Step 3: Craft Your "Why I'm Leaving" Narrative

Write out your answer to "why are you leaving consulting?" Make sure it's:

• Specific (not "I'm burned out" but "I want to own execution long-term, not just deliver strategies")

• Positive (you're running toward something, not away from something)

• Credible (it connects to real experiences from consulting)

Practice this until you can deliver it naturally in 60-90 seconds.

Step 4: Demonstrate Humility in Every Interaction

In every email, every interview, every conversation, show that you're curious and humble. Ask questions. Acknowledge what you don't know. Don't name-drop clients or firms unless it's directly relevant.

The consultants who get offers are the ones who make hiring managers feel like they're hiring a smart, capable person who's excited to learn, not someone who's going to lecture them about how things should be done.

What Changes When You Address These Concerns Proactively

When you understand what hiring managers are actually evaluating and you address their concerns head-on, everything changes.

Your interviews stop feeling adversarial (where you're defending your consulting background) and start feeling collaborative (where you're both figuring out if this is the right fit).

You stop getting "overqualified" or "not sure if you'd fit our culture" rejections and start getting offers.

You stop wondering why you're not converting interviews into offers and start having to choose between multiple options.

The consulting brand opens doors. But what you do once you're in those doors determines whether you get the offer or the polite rejection email.