Aspiring for Partnership at a Big Four? Focus on These Skills

For many consultants and accountants, reaching the level of partner at the leading professional services firms—Deloitte, EY, PwC, and KPMG—marks a significant career achievement. Partners represent the highest echelon within these firms, holding stakes that can influence major company decisions and share in the profits. For instance, equity partners at Deloitte UK earned about $1.3 million each last year.

Achieving partner status is notably challenging and is becoming increasingly so, as organizational changes and slower growth have led to fewer partner roles and lower annual earnings.

Key Skills for Aspiring Partners

Consulting experts, including recruiters and a former PwC partner, were asked by Business Insider for their advice to those at the outset of their careers aspiring to these select roles.

Networking

According to James O'Dowd, who heads the global executive search firm Patrick Morgan, aspiring partners need two core competencies: a knack for commerce and an insight into corporate dynamics. He emphasizes the importance of gaining the endorsement of senior figures and peers alongside building core competence.

"While your technical abilities are crucial, without cultivating internal connections, your climb to the top will be hindered," O'Dowd advises. Mohamed Kande, PwC's global chairman, highlighted the significance of support from senior executives in navigating various areas of the business, as noted in a LinkedIn post.

For those at the junior level, O'Dowd suggests volunteering for tasks often avoided by others to establish a reputation for effectiveness over time. Paul Webster, who formerly worked with EY and now recruits senior talent at Page Executive, agrees on the necessity of networking at these firms.

Webster recommends incorporating more client events and networking activities into the schedule, enhancing the ability to "schmooze." He underscores the importance of social skills not only for networking but also for fostering teamwork. Unlike industries that emphasize individual achievements, the Big Four prioritize collective success.

Develop a Commercial Perspective

O’Dowd characterizes the partner role at a Big Four firm as essentially a sales position, with a focus on client engagement and relationship building. Progression in such a career involves a transformation from performer to revenue source, and finally to a seller.

He suggests that differentiating oneself requires nurturing commercial skills early on, such as by participating in client discussions and learning from accomplished peers. Even in roles that don't daily require these skills, such exposure is invaluable.

O’Dowd also noted that career development may be stifled for those who frequently opt to work remotely, as face-to-face interactions develop the essential interpersonal skills for business engagement that senior partners favor.

Alternative Routes to Partnership

While progressing internally is a common route, it's not the sole pathway to partnership within the Big Four.

Alan Paton exemplifies an external entry, coming from Google to become an equity partner at PwC. His journey involved extensive interviews and evaluations, emphasizing the rigorous selection for external partners based on specific skills deficits within the firm.

Firms are eager for individuals with expertise in cloud technology, AI, data, and other tech fields to fill gaps, although reliance on "generic consulting" skills may not suffice.

O’Dowd advises employees to be strategic about their career paths, identifying and filling areas of need within the organization to increase their value.

KPMG's vice chair of talent and culture, Sandy Torchia, elaborated on empowering partners through the 'owner, operator, steward' mindsets for sustained career connection and evolution, highlighting the firm's commitment to diverse career routes to better serve clients and provide professionals layered opportunities.