Career path

Associate consultant

The mission of an associate consultant (AC) is to generate factual and breakthrough insights upon which client recommendation can be built. ACs will interview clients’ customers, competitors and personnel; conduct desk research; and design and execute quantitative analyses of all sorts.

Training is a priority. New ACs will spend two weeks with their peers from Bain offices around the world, getting acquainted with our company’s culture, tools and techniques. This global training will be followed by many other training sessions as well as regular on-the-job coaching by senior consultants. The performance and progress of all of our consulting staff are formally evaluated every six months, which enables us to provide tailor-made professional development advice.

With or without an MBA, a significant number of our ACs are promoted through the ranks, sometimes up to partner level.


Senior associate consultants (SACs) and associate consultants (ACs) have very similar roles, but the additional professional experience and maturity will allow SACs to be involved in higher-level client interactions and more complex business issues.

Training is always a priority, and SACs will benefit from the same training programs as ACs who have recently graduated from university. In addition, SACs will be provided with training sessions that are targeted at their specific needs. As with all of our consulting staff, their performance and progress are formally evaluated every six months, enabling us to provide tailor-made professional development advice.

SACs are typically promoted to consultants after about a year of joining. At this point in their career, most SACs pursue an MBA at a top-tier school or take advantage of other opportunities, such as an externship or a transfer to another Bain office.


New consultants are immediately integrated into case teams and expected to work with the executive management of client organizations. Soon after joining the case team, they will assume full responsibility for one aspect of the case, such as assessing market demand or valuing a takeover candidate, while managing SACs on a day-to-day basis.

Consultants are directly involved in formulating and implementing recommendations. Their responsibility goes beyond simply analyzing problems to helping clients put plans into effect. Analytical and interpersonal skills are therefore equally important to consultants’ success.

New consultants spend one week abroad with their peers from Bain’s worldwide offices for New Consultant Training (NCT). Training sessions that address specific aspects of a consultant’s job are also regularly offered. As with all of our consulting staff, their performance and progress are formally evaluated every six months, enabling us to provide tailor-made professional development advice.


Managers take responsibility for delivering answers to clients and overseeing the day-to-day management of their case team. Managers are also responsible for the professional development, coaching and evaluation of consultants, senior associate consultants and associate consultants on their team.

In addition to project work, managers are responsible for the management of our office. These responsibilities may include matching interests of individual consultants with available cases, marketing, setting professional standards and training. Managers further act as mentors to more junior members of our office.


Partners are recognized as experts in specific industries or practices, such as full potential strategies, supply chain management or private equity. They have proven that they have the ability to help clients make sustainable improvements in their business and to develop long-lasting client relationships.

Working with the client and the case team manager, partners use their expertise, experience and relationship-building skills to facilitate and achieve breakthrough insights on projects.

In addition, partners strive to make Bain the best place to work. They frequently hold discussions about how the organization of the Amsterdam office can be improved, seeking staff input during our office information sessions, which are frequently held and highly interactive. During these sessions, they also communicate Bain Amsterdam’s strategy and other important office news to help staff members in their daily work.