M&A Senior Manager and Consulting Director

Our client

We worked with a leader in engineering, design, and advisory services, with a global reach and an established and highly regarded management consulting business. Their work includes strategy development, market analysis, operational excellence, digitization and complex asset and corporate transactions.

Within this team, their boutique and high growth Transaction Advisory (“TA”) practice provides advice and support on corporate & asset acquisitions and disposals, privatisations, raising debt and equity capital as well as project finance.

They cover a wide range of sectors including energy (renewables, thermal generation, gas storage and transportation and electricity networks) and infrastructure (district energy, water, waste, ports, oil storage and pipeline).


Background and Prism’s brief

The TA team within the consultancy was well established in several European countries and seeking to significantly grow across Europe with the UK seen as a key location.

As a result they were seeking 2-3 experienced management consultants at a senior level to play a key role in developing the UK business, as part of the UK consulting team and the European TA capability, integrated with the broader group.

The requirement was quite specific, with a need for a strong track record in M&A, experience managing complex due diligence projects, knowledge of the energy or infrastructure sectors and sales/business development.

Because of this focused requirement and the critical nature of these appointments, the European leadership realised they needed a search-based approach to actively target potential interested parties.

Prism was selected because we demonstrated the relevant capability and expertise. We also have the ability to work across a range of source backgrounds (e.g. management consultancy, transaction services, Big 4, boutiques, other engineering firms) utilising a range of recruitment channels.

Director level role

Prism’s approach

We proposed a retained engagement because of the focus and the resource-intensive and business-critical nature of this project.

Central to this was compiling a list of prospective candidate sources, which were agreed with the client. We then deployed a very experienced researcher to identify over 160 potentially relevant individuals. Further research and review enabled us to target 45 potential candidates to approach. In addition to this, our broad sourcing strategy also involved contacting people from our database, our LinkedIn network, business schools and extensive advertising in relevant arenas.

Because of the impending Christmas break compressing timescales, we undertook the research, approached candidates, undertook all the other sourcing, met with all interested parties and presented our client with the initial shortlist within three weeks!

Perhaps inevitably, initial candidate meetings were postponed until the New Year: given the high priority and the requirement for several hires we continued searching.

Senior Consultant role


In total, we submitted fifteen candidate profiles, with twelve receiving a firm recommendation for interview. Of these our client initially met ten and took seven forward for further meetings including with the UK consulting leadership team.

The final result was three offers. One decided against because the opening would have involved relocation. The other two accepted: one at Senior Manager level and the other a Director level hire to lead the UK practice.