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In-House Vs Consulting: What’s the Right Move for You? If you’ve worked in a professional services firm — whether in Audit, Risk, Tax, or broader advisory work — chances are you’ve considered going in-house at some point. For many, especially those who’ve qualified in the Big 4, the natural question after a few years is: “What’s next?” Having spent over a decade helping professionals transition across both sides — from consulting into industry, and sometimes back again — I’ve had hundreds of these conversations. There’s no single right answer, but there are consistent themes that come up when professionals weigh the trade-offs between the two worlds. Whether you’re still progressing through the ranks of a professional services firm or already testing the waters for an in-house move. This is a candid, experience-based look at the differences — not the clichés, but the realities I’ve seen play out in real careers. Big 4 & Professional Services Firms: High Standards, Diverse Exposure, & Navigating the System Working in a professional services firm — whether one of the Big 4 or a similar consultancy — gives you a foundation that’s hard to match. The expectations are high, the learning curve is steep, and the exposure to clients, industries, and senior stakeholders happens earlier than in most in-house roles. What draws people in — and keeps many there: High-calibre environment and strong brand equity These firms attract smart, driven professionals. You’re part of a high-performing peer group, working with complex businesses on real problems. The brand recognition opens doors, both internally and externally, and gives clients confidence in your work. Variety, pace, and intellectual challenge The range of client work — whether across sectors, business functions, or issue types — means you're rarely standing still. The work can feel repetitive in some areas (especially annual audits or recurring engagements), but the client personalities, internal politics, technical nuances and pressure points vary just enough to keep things engaging. You develop strong muscle memory for problem solving and communication under pressure. Structured progression and investment in development Promotions, pay bands, and learning paths are generally clear and well-communicated. Formal training, access to leadership, and mentoring are all part of the model. That said, internal mobility — such as moving from audit to advisory — often depends on factors outside your control: timing, staffing capacity, or how difficult you are to replace. It’s well known in the industry that Audit Partners are often hesitant to lose CPAs to other teams, as replacing an experienced auditor can be much harder than hiring for advisory roles. As a result, many professionals who want to shift focus find they need to leave their firm entirely to do so. Client exposure and executive interaction Even at Manager level, it’s not unusual to be sitting across from CFOs, CROs or business heads. You learn to communicate, influence, and manage expectations — skills that are essential for future leadership roles, wherever your career takes you. In-House Roles: Depth, Ownership, and Strategic Perspective Moving in-house — into a financial institution or a company you once advised — is about shifting from external influence to internal accountability. You become part of the fabric of the business, with a seat at the table for decisions that shape its direction. What people often value most: End-to-end ownership You're not just assessing or advising anymore — you’re responsible for making it work. Whether that’s a financial control, a risk framework, a compliance policy or a transformation initiative, you see the full cycle through: planning, execution, iteration, and business impact. Many professionals describe this as finally being able to “finish the job” they once only reviewed. Functional depth and commercial understanding Over time, you gain deeper knowledge of how your function integrates with the business. You learn how strategy is formed, how risk and finance influence decision-making, and how resources are prioritised. You see where the friction lies and how different teams — front office, ops, legal, finance, risk — come together in practice. It gives you context that consulting rarely offers, because you're inside the machine rather than observing it. Strategic involvement In-house roles can offer genuine influence over business direction, especially in mid-sized or growing firms. You may find yourself shaping product development, market entry strategies, internal controls, or regulatory approaches — particularly as you rise through the ranks. Work-life balance — but not guaranteed Many professionals move in-house expecting more predictable hours, and in many cases, that’s true. But it’s not universal. Larger or more innovative firms — especially those going through change — can demand just as much time and energy as consulting. Culture, leadership, and internal expectations often matter more than job description alone. So, Which Is Better? That depends on what you're looking for. Some professionals thrive in the dynamic, multi-client pace of consulting. Others crave deeper influence, stability, or the chance to own something long-term. Some eventually come full circle: spending time in-house before returning to consulting with sharper insight and greater empathy for their clients. Others build long, fulfilling careers on either side. Whatever you’re considering, the most important thing is to ask the right questions — of yourself and of the roles in front of you. Don’t get caught chasing a title, a brand, or a vague idea of “better work-life balance.” Every role has trade-offs. The key is to understand them upfront.

The Reality of Switching Big 4 Firms When people think about their next career move after joining a Big 4 firm, the most common path is out—not across. Most professionals use the Big 4 as a launchpad before moving into industry roles, in-house positions, or even outside the financial world. While many professionals take that route, switching between firms is a fairly common step for those looking for a change without leaving the Big 4 environment. As a recruiter who works closely with professionals and teams across the Big 4—particularly within Financial Services—I’ve had a front-row seat to these kinds of moves. So here’s a balanced, honest take on what it really looks like to switch from one Big 4 firm to another. Why Do People Consider Switching? The reasons vary, but here are some of the most common motivations: Promotion Opportunity – Sometimes people feel they’ve hit a ceiling in their current team and believe another firm might offer a faster path to manager, director or Partner. Culture or Team Fit – Not all Big 4 environments are the same. A team’s culture, leadership style, or even just personalities can have a big impact on your day-to-day life. Location or Visa Needs – A move might be driven by a desire (or need) to relocate, and another firm may be more supportive or flexible with international transfers or sponsorship. Frustration with Current Role or Manager – It’s not always about the firm itself, but the dynamics of the current team or reporting line that make someone look elsewhere. Client Exposure or Project Variety – Some candidates perceive another Big 4 firm as having more interesting clients or a broader range of projects in a specific sector. What Are the Potential Benefits? Switching firms can offer a valuable refresh: A Clean Slate – If you’ve been stuck doing the same kind of work or feel overlooked, a new environment can help reset perceptions and open new opportunities. Broader Experience – Each Big 4 firm has its own methodologies, client portfolios, and internal structures. Exposure to multiple can strengthen your CV and experience. Expanded Network – New firm, new relationships, new mentors—this can matter more than people realise. Promotion Leverage – Sometimes, moving firms can fast-track a promotion, especially if you’re already operating at the next level but blocked internally. What Should You Watch Out For? It’s not always the right choice, and expectations should be realistic: High Expectations from Day One – You’re not treated like a graduate hire. You’re expected to ramp up quickly, often without much handholding. Not That Different – The Big 4 are more alike than different in many ways. If you’re expecting a totally new lifestyle or culture, you might be disappointed. Culture Fit Is Still a Gamble – Even within the same service line, culture can vary between firms—or even between teams in the same office. Burnout Can Follow You – If you’re switching to escape long hours or high pressure, those challenges may exist at the next firm too. So, Is It Worth It? The honest answer: It depends. If your goal is to reposition yourself, break out of a box, or align with a team that better fits your personality and career goals, switching can absolutely make sense. But if you're hoping for a radically different experience or relief from the usual pressures of Big 4 life, a switch might not deliver what you're looking for. If You're Considering a Move… Here are a few thoughts before making the leap: Get Clear on Your "Why" – Is this a strategic move or an emotional one? What do you hope will be different? Do Your Research – Speak to people who’ve made the move. Ask real questions. Culture isn’t just a buzzword. Be Realistic – No job is perfect. Every firm has internal challenges, politics, and pressures. Think Long-Term – Will this move help you get where you want to be in 3–5 years? Final Thoughts Switching from one Big 4 firm to another isn’t a bad move—but it’s also not a magic fix. It’s one of many options, and for the right person, at the right time, it can be the right next step. Whatever you choose—whether it’s staying, switching, or stepping out of Big 4 altogether—the key is being intentional about your path.

Congratulations on your new role! As you embark on this journey, the first 30 days will play a crucial role in setting the tone for your success and growth within the organisation. This period offers a unique opportunity to make a lasting impression and establish a strong foundation for your career. Within the first 3 months (average probation period) you're on probation, you're still being assessed on your capabilities and fit for the role, team and company. Here's a comprehensive guide on how to make a powerful start in your new job.

The success of any hiring process in the financial services sector heavily relies on attracting top-notch talent, and an essential aspect of this is crafting a compelling job description. A poorly written job description can be a major turn-off for skilled professionals, leading to low applicant numbers or attracting the wrong candidates. In this blog, we will explore the common problem of writing a bad job description and provide practical solutions to help hiring managers create job postings that attract the best talent in the industry. 

In today's highly competitive job market, attracting top talent has become a challenge for Financial Service companies. As demand for skilled professionals in Accounting, Audit, Compliance and Risk outpaces supply, hiring managers must adopt innovative strategies to secure the best candidates for their organisations. In this blog, we'll explore the common problems faced by companies in this scenario and provide effective solutions to overcome these hurdles.