Consulting to Corporate: Navigating the Shift to In-House Roles in the Energy Sector

Introduction

This blog article focuses on our experience within the corporate recruitment sector and a major consideration for some candidates we work with. That is, the transition from management consultancy to working in-house within an energy company is in high demand from our clients.

Beatrice Crespi, Consultant, and Craig Kerr, Senior Consultant both in our Corporate team, joined Marketing Manager Shane Kirk to share their experiences in recruitment and share what they have witnessed within the market. Having recently joined WeConnect Energy, Craig brings a unique viewpoint, owing to his background in corporate level recruitment across Financial Services and Aviation environments.

For those at a juncture in their career, both routes offer distinct pros and cons, and both setups are uniquely attractive to candidates depending on their desired work setup and career goals. Of course, it's important to note that these points below vary widely across different types of consultancy companies. Some factors that come to mind include the workload, employee profile type, and a career in a niche consultancy vs someone working in one of the major consultancies, e.g. to use the umbrella terms, the Big Four or MBB.

Within, the blog mainly centres on the UAE and Europe market. However, we have had exposure to transitions across the world, and this piece covers some elements relevant to those in the wider global market too. With the average tenure for consultants at top management firms a little less than three years, these often worldly and capable individuals make excellent candidates for the energy industry.

For those reassessing career paths or considering a change, we explore lessons learned shared with us, and the why and how we connect individuals with industry — in the piece below.

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Why Move In-House?

To kick us off, the core question here, why should you consider a move in-house within an energy firm? Beatrice states, ‘There is always a demand for talented management consultants to move in-house to help drive strategy, transformation and help achieve long term goals within the energy industry, securing management consultants with relevant industry experience has been essential for our clients in helping drive strategy and transformation across their business areas. The demand and competition for talent in the energy industry can be fierce, by considering management consultants with specialised expertise to move in-house, it broadens the available talent pool out with the traditional candidates working within energy firms with a corporate strategy background.’ There are several benefits listed below.

Industry Specialisation‍

Simply put, the energy sector offers a combination of future opportunities and stability. You will be gaining niche expertise in a very buoyant and essential industry – making this an attractive proposition. Whilst no industry is ever guaranteed, the energy sector is particularly resistant and relatively future-proof and could be a career for life for some.

The Long-Term Impact‍

Some positive feedback that we received from individuals placed into in-house roles include the ability to see projects through from start to finish, and to also see the fruits of their efforts and eventual wider company impact. Unlike the pure consultancy sphere, where involvement in a host company may be a hyper-specialised, short-term engagements; those moving in-house can potentially capitalise on a deeper focus on full-project execution.

Working in-house means you will benefit from more routine, and a different set of skills and at times mindset. In-house roles can offer you a better work-life balance compared to that of consultancy work, the main source of this balance in some cases, is the more predictable hours. Craig has been speaking with several people from the world of Management Consulting and adds, “A lot of my contacts refer to the work-life balance, one commented on having the potential to finish before 8pm in the evening being a desirable part of moving in-house". Craig also mentioned “We have started engaging with a very well-known consulting organisation that has a team dedicated to supporting people to leave the industry. Many reading this might find this unusual, it’s certainly unique, but it benefits both parties. The industry is very exciting and for a lot of people, presents a lot of opportunities, but the work-life balance is definitely a challenge for a lot of people that would otherwise have gone on to be very successful”. In addition, you will need to mentally prepare to trade a breadth of projects, for depth of focus – in this case, the focus is on the company. This moves us onto nicely onto our next point – changes in strategy.

Strategic Thinking‍

From a strategic point of view, with in-house roles, there can be a shift from providing advice, abet both short and longer-term, to a more consistent focus on implementing long-term strategies that align with future company goals. To label this difference in thinking, we can use the terms Advisory vs Execution.

Advisory in this context is the task of having to evaluate and diagnose problems for external companies, provide the appropriate remediation, and then move onto the next client. Where as in an in-house role, an Execution approach is more prevalent, whereby you are no longer just suggesting, but also managing and sustaining the changes. Having this new focus on sustaining a strategy and fine-tuning it over a period of time vs the short-term scope of advising and moving on, requires a mindset shift as a consultant.  Although quite a dramatic shift in responsibilities, many candidates we speak with relish this change.

Longer-term Career Progression Opportunities‍

An area that we could not overlook is the famously fast-paced life of management consultant, and this combined with the fabled long working hours, might not appeal to everyone long-term. The structure at most consulting firms means there is an in-built bias towards leaving, and if you don’t make the grade for promotion, you are normally shown the door – this is often referred to as the 'up or out' model. Unlike in some management consultancy firms – the onus or end goal is not just about advancing in a partner role. Again, to reference the consultancy model of moving up or moving out, an in-house role can provide more options and opportunities for advancement into leadership positions, but crucially, at a pace that suits you as an employee.

Additionally, in-house roles, particularly in a sector as indispensable as energy, can offer the desired stability plus career advancement that many yearn for. That’s not to say that life in-house is easier per sea, but for those familiar with the turmoil that can happen within the first few years in a consultancy firm, this layer of security makes this industry even more attractive for individuals looking to make the move.

Another element of change is work culture adaptation, and the changes faced. There is plenty to consider for the individual from navigating skill set shifts, adapting to company cultures, and managing work-life balance among the common hurdles. This change requires adaptability, as you transition rapidly from a broad consultancy role, juggling a variety of clientele, to a specialised and more methodical in-house role. Though, you may be faced negotiating with additional layers of bureaucracy, particularly when dealing with large, complex entities. Dealing with the pace, or a lack thereof, can initially be challenging for those used to the intensity and variety of consulting life.

Likewise, having to navigate new internal networks tends to be dauting, but should be nothing new for you and compliment skills you have already honed and can built upon from your previous role.

The customer was always right, but what about now? Something that shouldn’t be overlooked is that in an in-house role, the dynamics of client management differ significantly from those in consultancy. As a consultant, you make an effort to prioritise the client’s perception and their desires – on-demand. Working in-house allows for more direct and honest communication, and fewer concerns about external client politics and subsequent reviews. Having empathy and patience remains as important as always, but the focus shifts towards internal stakeholders and team collaboration, reduces the almost constant pressure to appease external clients.

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