Building Teams in Consulting

Glassdoor reports that organisations with a strong onboarding process improve new hire productivity by 70%. In consulting, where time to performance is critical and client expectations are high from day one, this statistic is a strategic imperative.

Following the overwhelming response to our recent blog on building pricing teams, there was a need to transfer this working file into the consultancy landscape as well.

At Pretium, building teams in industry and consultancy is at the core of what we do. We specialise in helping consultancies build high performing, cross functional teams in functions that directly drive commercial outcomes. This includes pricing, revenue growth management, digital transformation, commercial excellence and strategic advisory on a global scale.

Sustainable growth of these capabilities depends on integrated talent and functions that work in sync, supported by the right leadership, mindset and market knowledge. Whether you’re expanding internationally, scaling a post-acquisition team, or launching a new practice area, there are certain critical steps that need to be followed.

Step 1: Discover

Understanding the Operating Model and Growth Levers

We begin every engagement with a deep discovery phase. This is not just a surface level intake, but a strategic deep dive. We align with each firm’s leadership to understand:

• Core offerings and delivery models
• Brand positioning and culture
• Sector focus and go-to-market strategy
• Planned or recent shifts, such as new geographies or investment
• Operational bottlenecks and capability gaps
• And more…

We identify the exact points where growth ambitions are being held back by talent constraints, and where strategic talent can unlock momentum. Alongside this, we of course share insights of the market and growth trends.

Drawing from BCG’s approach to transformation, we also prioritise the “critical few” capabilities that will deliver the greatest value. Rather than trying to build every function at once, we work with clients to clearly define the goals of the transformation, isolate the capabilities that matter most, and focus resources accordingly. This ensures maximum impact without stretching internal capacity too thin.

Step 2: Define

Functional, Strategic, and Cultural Fit

Next, we define what the ideal team or candidate looks like; not just in job spec terms, but in strategic contribution and cultural alignment. This is benchmarked against the wider market dynamics and growth areas of interest are also factored in.

For example, a commercial excellence lead in an FMCG focused consultancy needs deep exposure to retail execution, trade terms, and salesforce effectiveness. Contrary, in a B2B SaaS environment, the same title might demand experience in digital GTM, lead scoring, and PLG metrics.

We tailor role definitions around:

• Functional capabilities
• Strategic context (builder vs. scaler vs. turnaround)
• Cultural and communication style
• Reporting lines and integration context

This step ensures precision and we focus on outcome aligned capability, not just technical fit. Equally essential to this is the cultural capability of the profiles as well – they need to be from the same ilk of the hiring firm, even if technical capability is strong.

Step 3: Source

Global Reach with Targeted Precision

Our sourcing model is built on a couple of pillars:

1. Executive Search

We apply rigorous research methods and outreach strategies across EMEA, North America and key emerging markets. We proactively engage high value candidates, including those who may not be actively seeking a new role but present a strong strategic and cultural fit. These individuals often bring precisely the experience and leadership qualities needed to elevate a practice area or drive expansion into new sectors and / or geographies.

2. Trusted Advisor Network

We also tap into a curated network of global advisors and consulting operators. These are current and former consultants, transformation leads and subject matter experts who contribute through both referrals and hands on project execution. They offer contextual insight, practical delivery capability, and a deep understanding of what it takes to succeed in specific dynamic consulting environments.

This hybrid model allows us to:

• Move faster than traditional executive search methods
• Access passive, high value talent
• Combined market knowledge with a curated Advisor network
• Align personality and delivery style with your consultancy’s ethos
• Offer flexible models that support interim, project-based and permanent needs
• Ensure cultural and operational alignment from day one

3. Internal Hiring Process Optimisation

Beyond external sourcing, we often collaborate with clients to optimise their internal hiring operations for specific niche roles, coordinated through structural partnerships held with Talent Experts.

This includes advising on recruitment workflows, interview processes, adapting candidate evaluation frameworks and aligning hiring decisions with long term strategic goals. By enhancing internal capabilities alongside external search, we help consultancies build talent functions that are both efficient and scalable.

This hybrid model allows us to:

• Move faster than traditional recruitment methods, with strong process management control
• Ensure active and passive talent understand the value proposition
• Create a testing framework to niche disciplines and ensure the right profiles are moved forward
• Act as a semi-permanent partner and be an extension of your brand in the market

We also offer access to proprietary tools such as Pretium Human Analytics, a human capital platform that assesses commercial capability against analytical skills and maps team competencies.

This tool is designed to give leadership teams clear, visual insights into the balance of strengths across their teams, helping identify gaps and growth areas.

Step 4: Embed

From Placement to Performance

Our involvement does not end with placement. We support onboarding and integration to maximise long term success:

• Joint workshops to define shared goals, cultural synergies and operational overlaps
• Assistance on creation of 90 day integration roadmap focused on communication, cross-team exposure and clarity of roles
• Leadership alignment sessions to support cohesion at the top and remove friction points early

In consulting environments, where delivery expectations are high and time to impact is short, structured onboarding is not just helpful, it is essential. Aligning leadership, clarifying roles and embedding purpose early leads to faster traction and stronger longer term outcomes.

Why This Matters

Today’s consultancies are operating in an increasingly complex environment, one shaped by economic uncertainty, heightened client expectations and the evolving demands of digital transformation. The pressure to do more with less is intensifying and what constitutes a consultant has changed.

Here’s What That Looks Like:

• Clients want more, faster: Gone are the days of long discovery phases and open ended scopes. Clients expect specialised expertise, rapid deployment and measurable results. This is often coupled within tighter timelines and budgets.
• Margins are under pressure: As inflationary costs rise and procurement processes tighten, consultancies are expected to deliver greater value with leaner delivery models. This puts greater emphasis on the quality, ability and agility of teams.
• Global expansion and post-deal integration add complexity: Many firms, especially boutique and mid-sized consultancies, are entering new markets or adapting after a private equity investment. These moments demand new capabilities, not just more headcount.

According to EY’s research on the future of consulting, firms that embrace blended talent strategies; combining permanent staff with interim, freelance and project-based specialists, are better equipped to manage uncertainty, scale quickly and meet evolving client needs. This approach also helps firms maintain profitability while expanding capability.

Building agile, high performing teams is more important than ever. Success is no longer about increasing headcount for the sake of scale, but about shaping the right team for the right moment.

That means being strategically aligned, operationally agile, and ready to deliver when it matters most.

For consultancies navigating international expansion, responding to rising client demand, or repositioning following investment, a considered talent strategy can make all the difference.

Prioritising team structure and make up early helps lay the foundation for long-term success.

Sincerely,

Eren Alan, Founder at Pretium

Eda Nicole Özkardeşler, Growth Consultant at İstanbul Office