Insights from Tarka Talent’s panel in partnership with The Berkeley Partnership LLP
The consulting industry is rapidly evolving. Digital transformation, AI adoption, operating model redesign and enterprise-wide change are reshaping how organisations think, operate and grow. Yet alongside this transformation, one question remains persistent: how do women build sustainable, fulfilling leadership careers in consulting and technology?
At our recent Women in Consulting: Building a Career in Transformation & Technology event, hosted with The Berkeley Partnership LLP, we brought together senior leaders from across consulting and industry to share honest reflections on progression, setbacks, leadership, and the realities of navigating a traditionally male-dominated sector.
The result was not a formula. It was something far more valuable: clarity.
Below are ten powerful lessons from the evening, designed not just to inspire, but to provide practical insight for anyone building a career in management consulting, digital transformation, or technology strategy.
1. There Is No Perfectly Designed Career Path in Consulting
One of the most reassuring themes of the evening was that very few successful consulting careers are “by design.” Despite the structured progression frameworks often associated with consulting firms, many of our speakers described their paths as opportunistic rather than meticulously planned.
Elizabeth reflected that while you can keep a trajectory in mind, “life doesn’t work in a perfectly structured way.” Moves into new roles, industries or leadership positions often came from unexpected nudges, a conversation, a client opportunity, or an external approach that prompted reflection. Rather than rigid five-year plans, the most successful career journeys were built on curiosity, responsiveness and the courage to say yes to stretching opportunities.
In the world of digital transformation consulting, where industries shift rapidly and technology evolves faster than job descriptions, adaptability is often more valuable than certainty. Flexibility, not perfection, is what builds long-term leadership capability.
2. The Mid-Career Decision Point for Women in Consulting Is Real
Across the panel, a clear pattern emerged: many women reassess their consulting careers around the 6–10 year mark. This is often the point at which consultants begin to consider moving into industry, particularly if leadership models feel rigid, unsustainable or misaligned with long-term aspirations.
Importantly, this is not a capability issue. It is a structural one.
The consulting industry must continue evolving its leadership models, progression pathways and flexibility policies to retain senior female talent. Alternative models, such as flatter structures, reduced emphasis on internal competition, and stronger development support, are becoming increasingly important in shaping inclusive consulting careers.
For firms focused on gender diversity in consulting leadership, this is a critical inflexion point to address strategically rather than reactively.
3. Cultural Fit and Values Matter More Than Job Titles
High performers do not typically struggle because they lack technical skill. More often, challenges arise when values and culture misalign.
Nicola shared a defining moment from earlier in her career when strong commercial performance excused poor behaviour. That experience clarified her priorities. “It showed me what I really want, which is integrity,” she explained.
For professionals working in technology consulting, transformation programmes and commercial leadership, cultural fit is not a soft factor, it is a strategic one. The right environment accelerates growth; the wrong one erodes confidence and energy, regardless of talent.
As careers progress, clarity around values becomes a powerful filter for decision-making. Leadership is not only about capability, it is about alignment.
4. Career Moves That Don’t Go to Plan Often Accelerate Growth
Several speakers reflected candidly on roles that did not go to plan, international assignments that were tougher than expected, teams that underperformed, or projects that fell apart.
Francesca described hiring rapidly into a new US market, only to discover that assumptions from the UK market did not translate. The lesson was stark but valuable: “No one in role is better than the wrong person in the role.”
These moments, while uncomfortable, build resilience, commercial judgement and perspective. In transformation consulting, where ambiguity and change are constants, experience gained through difficulty often becomes a defining advantage later in leadership roles.
5. Parenthood and Life Experience Strengthen Leadership Capability
Perhaps one of the most important reframes of the evening was around parenthood and career progression.
Nicola spoke openly about returning to consulting after having twins and initially questioning whether she could continue. Over time, she realised that parenthood had strengthened her leadership capabilities rather than diminished them.
Negotiation, prioritisation, resilience, emotional intelligence and crisis management are developed daily through parenting. These are the very skills that underpin successful consulting and technology leadership.
Crucially, the conversation extended beyond women. Shared parental leave and flexible working for men were highlighted as equally important in reshaping expectations. Sustainable leadership in consulting requires policy change and cultural normalisation for all parents.
6. Mentorship is Most Effective When It’s Human and Multidimensional
The conversation challenged traditional notions of formal mentorship programmes. While structured mentoring has its place, many speakers found the most impactful support came from informal, reciprocal relationships across different stages of career and life.
Reverse mentoring also emerged as particularly valuable in technology environments, where generational perspectives can shape digital strategy and AI adoption. Rather than rigid hierarchies, mentorship thrives when built on authenticity and shared learning.
For women building careers in consulting, cultivating diverse support networks, rather than relying on a single mentor, can provide more balanced and practical guidance.
7. Emotional Intelligence Will Define the Future of Consulting
As AI and automation transform the consulting landscape, human skills are becoming more important, not less. Access to data is increasingly democratised. The differentiator is interpretation.
One speaker noted that as AI tools become widespread, consultants must focus on communication, storytelling and influence. The ability to translate complex transformation strategies into clear, compelling narratives for stakeholders will separate effective leaders from technical contributors.
In an era of digital transformation and enterprise AI adoption, EQ, empathy and stakeholder management are strategic assets. The future of consulting leadership lies in combining technical credibility with human connection.
8. Navigating Ambiguity Is a Core Transformation Skill
Modern clients often face complex, ill-defined challenges. Increasingly, consultants are engaged not because the problem is clear, but because it isn’t.
This requires resilience, structured problem-solving and comfort with uncertainty. As one panellist described, clients may reject early solutions multiple times before alignment is reached. Leading through that ambiguity is not simply technical, it is relational.
For consultants operating in transformation and technology environments, the ability to create clarity where none exists is one of the most valuable career skills to develop.
9. Imposter Syndrome Doesn’t Disappear, It Grows
Even the most senior leaders acknowledged ongoing self-doubt. Imposter syndrome, it seems, does not vanish with promotion. What changes is perspective.
One speaker offered simple advice she would give her younger self: “Calm down. Everything’s all right.”
Confidence is not the absence of doubt, it is the ability to act despite it. For early- and mid-career consultants, recognising that even leaders experience uncertainty can be deeply reassuring. Progression comes through action, not waiting for certainty.
10. Supporting Women in Leadership Requires Collective Responsibility
Progress in consulting and technology leadership cannot rely solely on policy. Sponsorship, visibility, advocacy and inclusive behaviour are equally important.
Women often hesitate to apply for stretch roles unless they meet every requirement. Proactive encouragement and sponsorship can bridge that gap. Equally, inclusive cultures require participation from men as allies, particularly in conversations around parental leave, flexible working and leadership representation.
As highlighted during the session, leadership equity is not a women’s issue. It is an industry responsibility.
Final Reflections
What became clear throughout the evening is that careers in consulting, transformation and technology are not built through flawless planning. They are shaped by reflection, resilience, relationships and the courage to step into opportunities, even when imperfect.
The human connection in the room was tangible. In a world increasingly shaped by AI and automation, it served as a powerful reminder that networks, conversations and shared experience remain irreplaceable.
If you are navigating your own inflexion point, whether considering a move into industry, exploring boutique consulting, or seeking a leadership step in digital transformation, the path does not need to be linear to be meaningful.
At Tarka Talent, we specialise in supporting professionals and organisations across management consulting, digital transformation and technology leadership. If you would like to explore your next move or discuss how to build diverse, high-performing teams, we would love to continue the conversation.
