Management Consulting Jobs

Day-to-day tasks for management consulting include diagnosing client problems (using data analysis, and process mapping, as two examples), interviewing client client stakeholders, building financial and operational models, designing recommendations, writing and delivering slide decks, and supporting both implementation and change management.

Projects vary by length (weeks to months), and scope (across strategy, operations, HR, IT/digital, M&A, risk, and transformation). The role mixes the need for analytical rigour, structured problem solving, effective stakeholder management, and strong communication skills.

Sash and Company lists the following types of management consulting projects, for you to peruse.

The South African market consists of:

• global strategy firms with offices or a regional presence, e.g. McKinsey, BCG, or Bain;
• the Big Four professional services firms, i.e. Deloitte, PwC, EY, and KPMG, all of which offer consulting and advisory services;
• large international and regional firms, such as Accenture, Strategy&, Oliver Wyman, and Kearney;
• local and boutique consultancies that specialise by sector or capability;
• in-house “internal consulting” teams in big corporates, parastatals, and NGOs.

Several local rankings, directories, and lists of active firms are published and maintained for the South African market, which tend to categorise firms by area of expertise, size, and other factors, offering valuable insights into the consulting landscape in South Africa. See examples of these, on Consultancy.co.za, Management Consulted, and Outsource Accelerator.

Typical levels (names vary by firm) are as follows:

• intern or analyst → junior consultant or analyst → consultant or associate → senior consultant or senior associate → manager or senior manager → principal or associate partner → partner.

Larger firms (strategy boutiques and the Big Four) use formal programmes and annual promotions; while boutiques may be flatter, but expect you to take responsibility much earlier on in your career.

Early years emphasise quantitative and problem-solving work, and later on your focus will likely be required to shift to client relationships, business development, and leading a team/s.

Core technical and behavioural skills include structured problem solving, quantitative analysis and Excel modelling, together with PowerPoint and storytelling proficiency, great written and verbal communication, stakeholder empathy and facilitation, project management, and the ability to work under pressure.

Industry or functional domain knowledge (e.g. financial services regulation, mining operations, public sector policy) is an advantage. And emotional intelligence, together with political savvy, are vital when implementing change in client environments.

Read more about the importance of your skillbase, here.

Recruitment typically runs through the following process:

• CV/cover letter screening → online aptitude or numerical testing → telephone or video screening → one or more competency test and case interviews (in-person or virtual) → final interview with senior manager or partner → job offer presented.

Large firms run graduate programmes and campus recruitment cycles, while the Big Four and international firms often publish their recruitment process guidance online. Competency interviews assess experience, problem solving, teamwork and leadership ability; case interviews, on the other hand, test structured analytical thinking and practical problem solving.

Here are some tips on the KPMG interview process, from My Consulting Offer.

There sure are. Four typical questions you can expect in an interview, according to Deloitte, are:

• "Tell me about yourself", which will allow you to practise outlining your relevant skills and experience;
• "Why [insert relevant firm name]?", during which you should outline the firm’s values and culture, according to any reading or research you have done online, and how these aspects resonate with you;
• "What are your strengths and weaknesses?", a question that allows you to outline your unique capabilities as these relate to the job at hand, and your plan to upskill in any weaker areas;
• "Describe a challenging project, and your plan for completing it”, during which you could use a competency tool, such as the STAR method (situation, task, action, result) to show your logical thinking and ability to get on top of your work.

A strong undergraduate degree is usually required for entry into most consulting graduate programmes, and many consultancies prefer degrees in commerce, engineering, economics, mathematics, computer science, or business.

MBAs are commonly sought for senior hires, or fast-tracking into strategy roles. However, firms increasingly value relevant skills and relevant experience over lengthy study gaps, per se. Those with exceptional digital, data science, and regulatory skills and competencies can enter management consulting from just about any industry.

South African consultancies also place a decided focus on aptitude, problem solving and cultural fit, reveal the experts at Bain.

Salaries vary widely by firm type, career level, city, and specialisation, but the following breakdown should prove helpful:

• graduates or analysts at the entry-level start with annual packages in the low-to-mid R200k to R450k range, although some Big Four and larger global firms may pay more through structured graduate programmes;
• consultant or senior consultant packages typically move into the R400k to R900k band, depending on the firm and your personal level of experience;
• managers or senior managers can secure mid-to-high six-figure packages (often R800k to R1.8 million, with partners/principals earning substantially more and often receiving profit-share and/or bonus arrangements.

Remember that salary bands reflect firm prestige, billability, sector, and whether bonuses or other benefits are included, and can change from year to year depending on the economic climate.

Yes – at senior level, consulting can be among the better-paid professional careers in South Africa, especially at global strategy firms and successful boutique consultancies.

Entry-level consulting pay is often competitive relative to other graduate roles, with faster salary growth if you progress to manager and partner levels. However, pay must be weighed against the longer hours, travel requirement, and performance targets of management consulting in relation to other professional endeavours.

Local cost of living, taxes, and benefits all affect your net outcome.

Travel and long hours have historically been part of consulting culture. In South Africa, travel depends on client location: projects for national or multinational clients often require onsite days or weeks in Johannesburg, Cape Town, Durban, or regional work across several provinces.

Post-COVID-19, many firms have adopted hybrid approaches – but client needs determine how regularly your onsite presence may be required.

Work-life balance tends to be lower early in your career and around project deadlines; firms have different policies on flexible work, and some boutique shops offer more predictable hours. Expect intensity during project delivery phases.

Those who know how to look after themselves well from a holistic perspective will thrive despite the challenges. This LinkedIn article provides insight into how to maintain a healthy lifestyle.

Key sectors include the financial services (banking, insurance, fintech, regulation), the public sector and SOEs (infrastructure, policy, transformation), mining and resources, energy (including renewables), telecommunications, retail and consumer goods, logistics/supply chain, and healthcare.

Boutique specialist firms often focus on niche areas such as BEE/compliance, transformation, or digital and data competencies. Sector experience is valuable, and generally required for senior advisory roles.

Case interviews present a business problem and ask you to structure an approach, perform quick quantitative reasoning, ask the right clarifying questions, and recommend a solution. Preparation steps include:

• learning standard frameworks (profitability, market entry, M&A, pricing) but using them flexibly within any answer;
• practising mental arithmetic and structuring...

The differences include:

• size and scope, with boutiques firms being smaller, and often more specialised, while Big Four and global strategy firms are larger with broader service lines;
• culture and flexibility, such that boutiques may expect you to assume more responsibility earlier on, take on closer client relationships, and offer different levels of work-life balance, while large firms provide structured career paths, international mobility, and established training;
• compensation structure, with big strategy firms typically paying well and offering performance bonuses, while boutiques vary widely in what they are able to pay;
• brand or exit options, such that larger firms are highly regarded for CV value, aiding future exits to industry or senior executive roles, but outstanding boutique experience is equally valuable in niche markets.

Common exits include senior corporate strategy roles, business development and transformation roles in industry, private equity/transaction advisory roles, entrepreneurship (starting a consultancy or tech business), and leadership roles in NGOs or the public sector.

Consulting provides versatile experience (analysis, problem solving, stakeholder management), which tends to be valued across the majority of economic sectors. Here’s some advice on exit opportunities from My Consulting Offer.

Yes, independent consulting is an active market – particularly in SMEs, startups, when it comes to niche functional expertise (HR transformation, digital marketing, data analytics), and board/advisory roles.

Independent consultants must be skilled at business development, pricing, and client management, and will need to leverage marketplaces and networks (local professional bodies, LinkedIn, and other specialist platforms) to find regular assignments.

For those seeking flexibility, boutique or fractional consulting roles tend to offer an attractive path for experienced consultants.

Here’s a little advice on freelance consulting from YouTuber Paul Medes.

Expect a steep learning curve, with volumes of data work, long hours to meet deliverables, plenty of travel, rapid feedback cycles, and exciting exposure to senior clients.

You’ll learn frameworks, analytics, slide writing, and client interaction, and growth can be fast if you show initiative, accuracy, and great people skills.

Mentors, formal training, and peer networks within the firm, and/or externally, are sure to support your professional development.

Many South African consultancies, and international firms operating locally, have explicit transformation and inclusion goals – and publish diversity reports or transformation plans. Large firms often have recruitment targets, development programmes, and client work linked to socio-economic transformation.

For clients, consulting work increasingly incorporates transformation and ESG considerations. If transformation is important to you, ask about firm initiatives during recruitment, says the team at Outsource Accelerator.

Pricing should depend on your experience, domain value, and client type. Common approaches are:

• a daily or weekly rate, which tends to be used for short projects or advisory days;
• a project fee, which should ideally be scope-based, with specific milestones;
• a retainer, for ongoing advisory work.

Benchmark with local peers, and consider the client’s ability to pay your rate (corporate vs NGO). Be sure to include overheads (tax, insurance, and travel), and be transparent about your deliverables. For complex implementations, consider value-based pricing tied to outcomes.

Network and ask peers for rate comparisons, so that you can refine your pricing and make it market-related yet competitive.

Read more about independent consulting fees, here.

You’ll likely experience the full calibre of complex client politics (especially in the public sector and at SOEs); the difficulty of delivering impact in resource-constrained environments; the question of how to balance billable targets with training and recovery time; how to retain in-house talent, given the industry competition and burnout risk;

and price sensitivity related to smaller clients and economic shifts.

Successful consultants navigate these issues with strong stakeholder management, pragmatic solutions, and a focus on measurable outcomes, reveals Consultancy.co.za.

A basic 90-day plan could look as follows:

• first 30 days: learn firm tools/processes, build relationships, absorb training, and support juniors in their tasks;
• days 31 to 60: take a clearer responsibilities (analyses, client interactions), seek feedback, and document your learnings;
• days 61 to 90: take on small workstreams, present to internal stakeholders, identify development goals, and find a mentor. Be proactive by seeking stretch assignments, and asking for regular feedback. This should translate into praise about your drive and capability, when it comes time for a performance review.

The team at Management Consulted advises that digital transformation and data analytics are major growth areas. Projects increasingly include data strategy, automation, advanced analytics, cloud migration, and digital product design. Consultants with data, AI, and digital strategy skills are in high demand, and many firms have dedicated digital practices or partnerships with technology vendors. Upskilling in analytics tools (SQL, Python, Power BI/Tableau), if you haven’t done so already, goes highly recommended.

Tailor your CV and cover letter to management consulting by adding impact, clarity, and numbers. Network with alumni, on LinkedIn, and at firm events and career fairs. Prepare for case interviews with peers, and record mock interviews so that you can check yourself out afterwards and make changes in your approach.

Know the firm you’re applying to, by researching their recent projects, sectors they service, and the key reasons you’d like to work there. Be structured; use the STAR method for behavioural questions, and a clear structure for case problems. And follow up politely after each interview, with a thank-you note reiterating your interest.

A brief six-step action plan for management consulting jobseekers could look as follows:

• build a concise, impact-focused CV and a handful of achievement stories;
• learn core case frameworks and practice 15 to 20 cases, employing algebra or quick maths;
• apply to graduate programmes as early as possible, targeting both the Big Four and your city’s top boutique firms;
• upskill in Excel modelling, PowerPoint storytelling, and at least one analytics tool (SQL/Python/Power BI);
• network with consultants and alumni, and be sure to attend firm open days (i.e. those of the firm/s you most desire to work at);
• prepare for competency interviews, by gathering real-life examples that show leadership, teamwork, and your influence over the process.

Goodreads provides an extensive list of excellent books you should ideally have to dip into, when you need inspiration for your management consulting career.

Two of the top options, include:

• Ethan M Raisel’s The McKinsey Way (1999), in which this former McKinsey associate lifts the veil to show you how the secretive McKinsey works its magic, and helps you emulate the firm's well-honed practices in problem solving, communication, and management. This book is both a behind-the-scenes look at one of the most admired and secretive companies in the business world, and a toolkit of problem-solving techniques;
• Mark Gottfredson & Steve Schubert’s The Breakthrough Imperative: How the Best Managers Get Outstanding Results (2008), which advises that every general manager today – all the way up to the CEO – is expected by his or her stakeholders to achieve new breakthroughs in performance, and fast. Those who don't make visible progress toward that goal within the first year or two, will likely find themselves looking for another job. And it is precisely because of this growing breakthrough imperative that managers today, whether in corporations or nonprofits, need to get off to a fast start. The authors employ four tenets – costs and prices always decline; competitive position determines options; customers and profit pools don't stand still; and simplicity gets results – to build a management strategy that will help you to determine where you are, just how far you are likely to go, and how to get there with stellar results for your organisation.