“I’m a big fan of educating myself as much as possible”

One of the things Carl Nielsen ChMC enjoys about management consulting is the variety of client work. 

“There are lots of similarities between sectors,” he says. In consulting, you can see commonalities and bring insights from one client to another, he says. “Some contracts can last for multiple years, so building those relationships is very rewarding too.” 

Carl started his career as a business analyst following a computer science degree. He is now a senior service delivery manager at global management consultancy North Highland, where he has worked for over a decade. 

His role involves leading large-scale digital transformations in organisations across a range of sectors, including retail, telecommunications, utilities and government. He also manages large, multi-year consulting contracts, which can involve overseeing the work and professional development of up to 70 colleagues. 

“You have to challenge yourself”

“I like seeing people grow,” Carl says. “I appreciate all the time people have given to help me over the years.”

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He recalls a time when he wanted to move into managed services. He was put in charge of one of the firm’s smaller accounts. It was a gesture of faith in giving him responsibility and autonomy. Now, he tries to give the people he manages the same opportunities.

“I want to give them a chance to work on some exciting projects, achieve promotions and progress in their careers. I really enjoy mentoring, whether it’s giving career advice, supporting them with any challenges they may be facing or just listening.”

His focus on continued growth is what led him to become a Chartered Management Consultant, an award he achieved in late 2024. After ten years in consulting, he was looking for ways to consolidate his experience and add to his CV. 

The application process in itself was beneficial due to the level of self-reflection it requires, he says. 

“You really have to challenge yourself when you’re writing up all the evidence for each competency area and making your case for being Chartered. It makes you think about what value you’ve added so far and the type of consultant you want to be going forward.” 

Difficult conversations

Becoming Chartered also helps you to reflect on your strengths and weaknesses and identify areas for personal and professional growth, Carl says. One area for improvement that Carl constantly works on is how to have difficult conversations with very senior people. 

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“Consulting isn’t easy and sometimes there are difficult messages that need to be conveyed. The application prompted me to look back on my career and think: where have I succeeded at that in the past and where did I get stuck?”