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By Andy Klose - Associate Partner

The consulting industry in the Middle East, particularly in the United Arab Emirates (UAE) and in the Kingdom of Saudi Arabia (KSA), has experienced a period of rapid growth post-COVID-19. However, recent economic shifts – especially budget cuts in Saudi Arabia’s public sector – have significantly affected management consulting companies operating in the region. While consulting companies in both the UAE and KSA continue to seek sustainable growth, they are facing challenges related to talent acquisition, retention, and compensation structures. This paper explores the key trends in the consulting industry, with a focus on their impact on the talent market and firm operations.

Saudi Arabia: The Epicentre of Consulting Demand

The Kingdom of Saudi Arabia remains the most significant market for consulting services in the region, particularly within its semi-public and government sectors. Many consulting companies have built their business models around serving Saudi clients, and the recent budget cuts have had a profound impact:

• Demand for consulting services has declined across various government projects.
• Most consulting companies have seen their growth slow down, with only a few maintaining the pace of previous years.
• Achieving ambitious revenue and profitability targets has become increasingly difficult for consulting companies.

Despite these challenges, Saudi Arabia remains a crucial market, and consulting companies are adjusting their strategies to adapt to the new landscape.

Increasing Sophistication of Clients and Changing Project Expectations

Clients in the region, from both the private and the public sector, are evolving in their approach to consulting services, which may have an impact on how consulting companies operate and compete:

Key Trends in Client Expectations

• Higher Sophistication: Clients demand deeper expertise and more tailored solutions from consulting companies (including more expertise with regards to the needs of SMEs).
• Longer Project Timelines: Consulting projects are taking longer to execute as clients scrutinize deliverables more closely.
• Shift Toward Smaller Firms: More clients in the region seem to be open to working with boutique consulting companies instead of relying solely on big brand names, creating additional competitive pressure from below.
• Implementation-Focused Consulting: Clients require more than just PowerPoint presentations; they need consulting companies with strong execution and operational expertise.
• Capability Building: Clients seek support in developing internal skills and knowledge instead of continuously outsourcing these capabilities to external consultants.

Implications for Consulting Firms

To succeed in this evolving environment, consulting companies should:

• Strengthen their ability to execute strategies beyond “pure” strategy or advisory work.
• Invest in training programs that help their clients develop in-house expertise.
• Offer practical, hands-on solutions rather than theoretical recommendations.
• Differentiate themselves through specialized expertise rather than relying solely on brand recognition.

Talent Market Pressures in the UAE

Unlike the KSA, the UAE consulting market is facing an overheating talent market with:

• Stagnant Compensation: Consulting salaries are said to have “maxed out”, making it difficult to keep increasing financial incentives as in the recent past. One consulting firm reported that a 5-8% pay increase for every promotion is no longer sustainable from a cost perspective.
• Employee benefits Under Review: As a result of these cost pressures, benefits were mentioned to be a “key differentiating factor” to be increasingly cost effective.
• Rising Cost of Living: The higher cost of living in Dubai and Abu Dhabi is putting pressure on consulting companies to increase allowances, which in turn is affecting profitability. In particular, the cost of accommodation was cited as a critical factor, with the rent for a two-bedroom apartment now as high as a villa with a garden would have been a few years ago. The cost of international schools has also risen significantly.
• Layoffs and Hiring Freezes: Some consulting companies have stopped and delayed hiring or even laid off staff to control costs and improve margins. It was mentioned that firms were more rigorous in their recent performance evaluations than in previous years, letting go of underperformers.
• Shift in Hiring Strategies: Also, some consulting companies are becoming more selective, hiring specialized talent for client or project-based needs rather than generalist consultants. Hiring for IT-related consulting services and subject matter expertise remains at high levels.

The result is a strategic shift in workforce allocation, with more firms opting to place or to hire consultants in the KSA instead of the UAE, where local talent is increasingly available. Also, it was said several times that consulting firms are focussing in the near term more on enhancing their benefits packages as the main differentiator in the talent market.

Evolving Workforce Strategies in Saudi Arabia

The Kingdom of Saudi Arabia has seen a notable improvement in the availability of junior consulting talent. Consulting companies that have invested in strong graduate and internship programs are benefiting from a steady pipeline of entry-level consultants. However, the mid-to-senior level talent pool remains highly competitive:

• Government Sector Competition: While there is no shortage of well-educated Saudi labour, many mid-to-senior-level consultants are being poached by government entities offering attractive compensation packages, leading to high attrition rates. Beyond better pay, many professionals are drawn to government roles for a better work-life balance.
• Localization Pressures: Saudi clients, particularly in the public sector, increasingly prioritize local hires and cultural alignment. This includes:
  • Fluency in Arabic.
  • Understanding of Saudi business customs.
  • Strong local networks for business development.

To address these challenges, some consulting companies are taking innovative approaches to hiring senior-level talent:

• Hiring Senior Consulting Staff from Outside Consulting: Some firms are bringing in senior candidates from industry roles in the hope that they can provide valuable client connections. However, failure rates seem to be high, often due to a lack of sales acumen and consulting expertise.
• Increasing Local Presence: Consulting companies are pressured to have “troops on the ground” to compete for major government contracts. The Saudi government requires firms to demonstrate a local commitment, including adherence to Saudization quotas (40% of staff being Saudi nationals).

Compensation and Workforce Mobility Challenges

As consulting companies adapt to the evolving landscape, compensation strategies are also changing:

• High Costs for Senior Expats: The shortage of mid- to senior-level talent has forced consulting companies to rely on expatriates. However, relocating expats from the UAE to the KSA is expensive, as Saudi Arabia is still considered a “hardship location” from an expat's perspective. And it was said that hiring an expat to work in the KSA would cost 1.25 times more than hiring a Saudi national.
• Reduced Willingness to Relocate: Several international consulting companies noted that they receive many applications for relocation to the UAE from other countries. Once in the UAE, expats are also more inclined to stay, as one firm put it, “This is the highest paying region (in addition to no income tax and a comfortable lifestyle). Everybody wants to come and nobody wants to leave”.
• Dual Contracts for Expats: To mitigate costs, some consulting companies employ dual contract structures:
  • A significant portion of the salary is paid in the UAE, where the consultant’s family resides.
  • A smaller portion is paid in Saudi Arabia, where the consultant works for 3-4 days per week.

• ‍Alternative Talent Pools: Some consulting companies have started flying in consulting staff from lower-cost countries from Egypt, Jordan, and Lebanon. However, this approach presents challenges such as:
  • Visa and work permit complexities.
  • Additional allowances required for travel and accommodation.
  • Higher attrition rates due to (longer) travel chore and equality concerns.

The Future of Consulting in the Middle East

The Middle East consulting industry is undergoing a transformation driven by economic shifts, talent dynamics, and localization requirements. Consulting companies may adapt their strategies to remain competitive by:

1. Investing in Local Talent Pipelines: Strengthening internship and graduate programs to develop homegrown consulting talent.
2. Balancing Compensation and Cost Management: Rethinking expat pay structures and leveraging innovative mobility solutions like dual contracts.
3. Enhancing Local Market Access: Hiring (senior) professionals with deep local connections while ensuring they have the necessary consulting skills and sales acumen.
4. Optimizing Workforce Deployment: Using a mix of onshore, nearshore, and offshore talent to manage costs while maintaining service quality.
5. Aligning with Client Expectations: Adapting to client demands for:
   • More implementation-driven consulting.
   • Stronger internal capability-building efforts.
   • IT-related consulting services and subject matter expertise.
   • Broader acceptance of smaller consulting firms as credible advisors.
   • By proactively addressing these challenges, consulting firms can position themselves for sustained success in both the UAE and KSA markets.

We would be pleased to assist you with any additional inquiries or questions you may have.

Andy Klose is an Associate Partner at Vencon Research International and heads the firm’s consulting unit.

Vencon Research International is a leading provider of compensation benchmarking and research as well as of compensation and performance-related consulting services for professional service firms, especially for audit and tax, management consulting, and IT services firms. Vencon Research International provides services to a full range of clients in more than 75 countries worldwide and is proud to name more than 85% of the world’s major consulting and/or professional services firm its clients.

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By Mik Bodnar - Business Development

Consulting firms are facing unprecedented competition for talent as tech companies and financial institutions lure top candidates with lucrative packages. Entry-level analysts, digital specialists, and data experts are increasingly weighing opportunities outside consulting, forcing firms to rethink compensation, career development, and workplace flexibility to attract and retain the best professionals.

Rising Salaries Reflect Market Pressure

The competition for talent between consulting firms and the tech and financial services sectors has intensified in recent years. Vencon Research data shows that consulting salaries, particularly for entry-level analysts and specialist roles, are being adjusted upward to remain competitive with the lucrative packages offered by technology companies and investment banks.

While consulting firms traditionally attracted graduates with the promise of diverse project exposure and rapid career progression, they now face direct competition for the same pool of quantitative thinkers, digital strategists, and subject matter experts who are equally sought after in fintech, data science, and corporate strategy roles. Boutique consultancies, unable to match the largest firms or banks on base pay, are differentiating through culture, flexibility, and work-life balance, positioning themselves as attractive alternatives for professionals seeking purpose and autonomy.

Roles Most Affected by Talent Mobility

The roles most likely to transition from consulting into tech and finance are entry-level analysts and mid-level managers with specialized expertise in areas like data analytics, cybersecurity, and financial modeling. Senior partners and managing directors, by contrast, tend to remain within consulting due to the unique equity and client-ownership structures of the profession.

Recruitment trends highlight how consulting, finance, and tech are converging on similar talent pools. We see this trend relfected in demand for benchmarking across sectors. Consulting firms are expected to increase full-time and internship hiring in 2025 after a slowdown in 2024, reflecting renewed demand for advisory services. Finance firms, meanwhile, are rethinking recruitment by broadening strategies to digital platforms and specialized networks to attract candidates with both technical and ESG expertise. Tech companies continue to lead in skills-based hiring, with focus on critical skills such as AI, data analytics, and cybersecurity, but consulting firms are also investing heavily in these candidates.

Across industries, flexible work arrangements and strong employer branding are now essential to attract candidates, with hybrid and flexible models becoming decisive factors in recruitment success.

Global Talent Hubs Intensify Competition

Geographically, the competition is most pronounced in global talent hubs such as the United States, the United Kingdom, Germany, and Singapore, where consulting firms, banks, and tech giants all recruit from the same elite universities and professional networks. In these markets, the challenge for consulting firms is not only to match compensation benchmarks but also to craft a compelling narrative of career development and cultural differentiation that resonates with a new generation of professionals.

Beyond pay, consulting firms can deploy non-financial levers such as hybrid work models, sabbatical programs, and transparent promotion criteria to appeal to talent who value stability and culture as much as compensation. Thus benefits packages are increasingly in focus, and we see a corresponding uptick in benchmarking for these non-financial rewards.

Compensation Remains a Central Battleground

Ultimately, compensation remains a central battleground. Tech and finance firms often lead with higher base salaries, equity participation, and performance bonuses, while consulting firms emphasize structured career paths, training, and international mobility. Strategies for consulting firms include raising entry-level packages to prevent attrition to tech startups or offering retention bonuses for mid-level managers with digital expertise.

For consulting HR leaders, the implication is clear: To compete effectively, market data must be used to identify critical pay gaps, selectively adjust pay scales for critical roles, and emphasize non-financial differentiators such as culture, flexibility, and career development. Partnering with a specialized benchmarking provider like Vencon Research can ensure your firm attracts and retains the right talent while staying ahead of industry trends.

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By Gunjan Kalwani and Noel Tetteh - Data Integrity

Vencon Research’s proprietary compensation benchmarking data reveals a decisive shift in the consulting landscape. While five core Lines of Business (LoBs); Strategic Consulting (SCF), Management Consulting & Advisory (CON), Human Resources Consulting (HRC), Corporate Finance & Transactional Services (CFT), and IT Consulting (ITC) continue to define value creation globally, the highest growth is now concentrated outside traditional hubs.

This report identifies the emerging markets where national ambition is generating multi-year, project-driven demand, presenting a strategic expansion opportunity for firms with global ambitions.

Established Markets: Consistent Demand Profiles

Out of the 40+ LoBs Vencon Research tracks across 70+ countries, distinct regional specialties emerge.

These mature markets show stable demand, with each maintaining a consistent profile:

United States of America & United Kingdom: Dominance in high-level Strategic consulting and Management advisory.

Germany: Strong Management consulting, complemented by robust Technology and industrial advisory.

Singapore: A focus on Management and Operational consulting (OPO), aligned with its role as a financial hub.

United Arab Emirates: Prioritizes Strategic and Management consulting (CON) in line with its ‘We the UAE 2031’ vision.

Australia: Driven by digital transformation, demanding both Technology and Strategic consulting.

France: Uniquely balanced demand across all service areas.

Growth Markets: Expanding Demand Across Core Services

Our Market Engagement Index (MEI) below shows a fundamental reallocation of consulting resources. Strategic focus on key emerging markets has more than doubled since 2020. These are not fleeting opportunities but stable, long-term gateways to their regions, characterized by sustained, double-digit growth across core LoBs.

Country-Level Analysis: Markets with Rising Demand

Saudi Arabia

Key Driver: Saudi Arabia’s ‘Vision 2030’ transition from strategy to execution.

LoB Impact: Demand has shifted from SCF for giga-projects planning to a rise in OPO for implementation and ITC for digital infrastructure. HRC growth remains steady, driven by talent competition and regulation.

Poland & Romania

Key Drivers: Poland’s €60 billion EU recovery fund; Romania’s $1.3 billion tech sector.

LoB Impact: BDA and Digital Strategy projects have more than doubled. ITC growth has exceeded 150%, fuelled by smart city and cybersecurity mandates. SCF and CFT have grown significantly as local companies have matured and deal activity has nearly tripled.

Morocco

Key Driver: The "Digital Morocco 2030" strategy and 2030 World Cup preparations.

LoB Impact: The entire CON segment is growing, split between OPS for strategic advisory on cloud and AI, and OPO for the physical execution of 5G rollout and digital infrastructure.

Colombia

Key Drivers: A thriving fintech sector, exemplified by the successful launch of the Bre-B payment system, and a focus on green energy.

LoB Impact: Sustained growth in ITC from digitalization, complemented by rising CON demand for ESG transitions. A 55% surge in international hiring (Deel) is creating new needs in HRC for global workforce integration.

Indonesia

Key Drivers: The $32.7B Nusantara capital city, a $146B digital economy, and a $172B initiative to restructure and modernize state-owned enterprises.

LoB Impact: Our MEI shows rising demand across the board:

• SCF, DIG, BDA: For new city planning and digital economy strategy.
• ITC: For cloud and cybersecurity infrastructure.
• HRC, DIG, ITC: Driven by the formalization of 62 million SMEs.
• SCF, CON, BDA: For green finance and ESG linked to the 2060 net-zero goal.

Implications for Consulting Firms

The data mandates a strategic response. To remain competitive, consulting firms must:

1. Recognize the Shift: The growth of these emerging hubs marks a fundamental reorientation of the global consulting market.
2. Pivot Resources Strategically: To compete, firms must deliberately reallocate focus and investment to these regions.
3. Establish a Local Presence: Build a strong physical presence in these markets.
4. Invest in Local Talent: Prioritize the recruitment and development of in-region expertise to ensure relevance and execution.
5. Specialize in High-Demand Services: Build deep, specialized capacity in the core service lines driving growth: DIG, BDA, ITC, OPO.

Growth Markets

The market is sending a clear signal. We are seeing a fundamental shift in where the real growth is happening for consulting firms. The most consistent and sustained demand is no longer confined to the traditional hubs, but is anchored in markets where national development agendas and national ambitions are generating multi-year project pipelines. For consulting firms looking to build a lasting advantage, these regions represent an opportunity not to be missed.

Benchmarking demand is key to growth. Vencon Research identifies the markets and service lines driving sustained consulting opportunities, giving your firm the insights needed to focus resources and capture high-growth regions.

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By Deepali Bist, MBA & Osas Ohenhen - Business Development

In compensation benchmarking, timing is everything. One often overlooked but critical factor influencing accuracy is a firm’s financial and salary review cycles — of which the financial year (FY) is often a key reference point.

For consulting firms (and indeed for many organizations), understanding the timing nuances is not just an accounting formality; it is a strategic cornerstone for effective remuneration planning and decision-making.

What Is a Financial Year (FY)?

A financial year (FY) is a 12-month period an organization uses for financial reporting and performance measurement. While some firms align their FY with the calendar year (January–December), others adopt alternative cycles such as:

• April–March (e.g., Big4 India, most UK based consulting firms)
• July–June
• October–September (common among several Big4 firms globally)

These choices typically reflect tax regulations, business seasonality, or internal strategic preferences. As a result, peer firms within the same industry may operate under different FY cycles, which can influence when they set budgets, review salaries, and adjust remuneration components.

Understanding these timelines ensures benchmarking efforts reflect the right data points in the right context.

Why FY Alignment Matters in Compensation Benchmarking

Financial year alignment is crucial for ensuring compensation benchmarking delivers accurate, actionable insights. It affects planning, salary review timing, and remuneration components.

1. Planning & Budgeting

Most firms align salary increases and bonuses with their FY. A mismatch in timing can distort benchmarking insights.

Example: Firm ABC Consulting follows an April 2025–March 2026 FY (FY26) but did not finalize its budget until December 2025. As a result, they only received benchmarking data in April 2026, by which time many peer firms had already reviewed and adjusted salaries.

Consequently, ABC’s benchmarking data appeared inflated or outdated — not because the market had changed dramatically, but because the comparison timing was misaligned.

Best Practice: Firms should synchronize benchmarking cycles with their budgeting and salary review windows to ensure market data reflects the most relevant and current pay decisions.

2. Salary Review Cycles

Salary review cycles vary significantly across firms and markets. Understanding when peers conduct reviews helps maintain competitiveness and prevent attrition.

Example: In India and the UK, salary reviews often occur around April, aligning with the April–March FY. So a simple example of how a firm with a financial year spanning April 1, 2025 – March 31, 2026 (FY26) might structure its remuneration planning:

Best Practice: To stay aligned, firms should:

• Identify peer firms’ salary review months within each market.
• Incorporate effective date mapping into their benchmarking framework.
• Use multi-market benchmarking data carefully, ensuring timing equivalence.

3. Remuneration Components

Beyond base salary, FY cycles influence a range of pay elements linked to financial performance, including:

• Bonus pay-outs (individual and company performance)
• Long-term incentives (LTIs)
• Fixed overtime (e.g., Japan)
• Allowances (e.g., India, Mexico, Brazil, Belgium, UAE)
• Gratuity and pension contributions (e.g., India’s PF, Australia’s Superannuation)
• Profit-sharing

These components often follow fiscal performance outcomes, meaning that aligning benchmarking with FY cycles ensures accurate comparisons of total remuneration.

Risks of Overlooking FY in Benchmarking

Overlooking FY differences can lead to:

• Misinterpreted market data
• Mistimed salary reviews
• Inaccurate budgeting
• Loss of top talent

Global HR leaders often face additional complexity due to market-specific pay structures. For instance:

• France: Profit-sharing schemes (Participation and Intéressement)
• Belgium/Luxembourg: Representation allowances
• India: Gratuity and Provident Fund
• Australia: Superannuation

For multinational consulting firms, these considerations are interconnected. Failing to integrate such region-specific components into FY-aligned benchmarking can result in significant data inconsistencies and inaccurate pay comparisons.

Understanding Fiscal Naming vs Salary Validity

There is often confusion between fiscal year naming and salary validity.

For a firm with April 1, 2025 – March 31, 2026 (FY26):

• March 2025: FY25 ends.
• April 1, 2025: New salaries take effect (referred to as 2025 salaries).
• These salaries remain valid until March 31, 2026 (FY26).

In short: Even though the fiscal year is called FY26, the salary adjustments effective April 2025 are 2025 salaries, since they take effect in calendar year 2025.

Understanding this distinction prevents confusion when comparing data across firms using different fiscal and salary naming conventions.

Vencon’s Approach: Turning Timing Complexity into Benchmarking Clarity

At Vencon Research, we recognize that timing alignment is not just administrative — it is strategic. Our experience supporting consulting and professional services firms enables us to help HR leaders:

1. Align Benchmarking Cycles with Firm-Specific FY Structures

• Data Continuity: We collect and refresh data continuously, delivering “point-in-time” reports aligned with clients’ salary review cycles. For example: A survey with data up to June 30, 2025 remains valid through May 2026.
• Data Collection: Our questionnaires capture key timing details — salary effective dates, review periods, and bonus pay-out months — ensuring precise interpretation.
• Market Validity Mapping: We validate each market’s data against local pay cycle trends to prevent temporal distortion.

2. Interpret Market Data in the Correct Timing Context

• Example – Turkey: Due to high inflation and currency volatility, we collect data at a single point (e.g., 31 October 2025) for a realistic snapshot.
• Example – Bulgaria: With euro adoption scheduled for 1 January 2026, our pre-transition survey provides insights into how peers manage conversions, rounding, and timing communication.

3. Build Efficient, Data-Driven Review and Budgeting Processes

We help clients integrate benchmarking outcomes directly into budget planning tools, ensuring that FY-linked pay reviews and financial planning are data-driven, consistent, and actionable.

Strategic Implications

While fiscal calendars and salary reviews may appear technical, their implications for compensation benchmarking are strategic.

For consulting firms seeking to strengthen remuneration planning, improve timing, and retain high-performing talent, aligning compensation benchmarking with your financial year is a crucial practice. Reach out to Vencon Research to ensure your next review cycle is built on accurate, industry-specific data.

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By Gonzalo Lavín Alfaro - Business Development Manager

While consulting has developed along broadly similar lines worldwide, each region exhibits distinct strengths shaped by its economic structure, client base, and regulatory landscape. Western Europe and North America remain established centres for general management and strategy consulting, and regions such as Eastern Europe and India are recognised for their focus on IT and implementation. In contrast, Latin America stands out for a more diverse consulting landscape — one defined by operational depth, regulatory complexity, and accelerating growth in emerging service areas.

In this overview, we take a closer look at the consulting landscape across Latin America — highlighting where firms are most active, how service lines are evolving, and what this means for compensation trends across the region.

Sustainability and ESG Advisory

Sustainability and ESG consulting are emerging as dynamic growth areas, particularly in energy, mining, and agriculture. As local regulations evolve and investor expectations rise, demand for advisory work in sustainability reporting, carbon management, and responsible supply chains is increasing rapidly.

Operations and Efficiency Improvement

Latin America’s consulting sector has traditionally centred on operational excellence. Many local and regional firms built their reputations on helping clients optimise processes, reduce costs, and improve supply chain performance. This remains a key focus area across industries such as manufacturing, logistics, and energy, where operational improvements often deliver faster, more tangible returns than strategic repositioning.

Finance, Risk, and Regulatory Advisory

The complexity of local tax and compliance environments — particularly in countries such as Brazil and Argentina — has driven consistent demand for consultants who can navigate these challenges. Advisory work in corporate governance, internal controls, and financial risk management continues to represent a significant share of consulting activity in the region.

Implementation and Digital Transformation

Implementation-oriented consulting has expanded rapidly, driven by growing investment in technology and automation. Multinational firms increasingly view Latin America not only as a delivery base but also as a developing market for digital services, with strong momentum in ERP implementation, process automation, and data analytics.

Human Capital and Organisational Consulting

Human capital consulting plays an important role, particularly within large domestic conglomerates and subsidiaries of global firms. Engagements often focus on organisational design, compensation, and talent management — reflecting the region’s focus on workforce adaptability and productivity.

Strategy Consulting

Strategy consulting, while smaller in overall scale, is concentrated in the region’s largest and most internationally connected economies: Brazil, Mexico, and Chile. Here, companies are more likely to invest in strategic transformation, international expansion, and market-entry projects.

Expected Salary Increases in Latin America

Despite higher inflation than the OECD average, Latin America’s consulting industry continues to show steady growth. With relatively limited geopolitical disruption compared to other markets, countries such as Colombia, Mexico, and Brazil are leading salary growth projections — expected to exceed 5.3% in many cases. This reflects the region’s rising demand for skilled professionals and sustained investment in expanding service lines such as ESG, digital transformation, and implementation.

Nearshoring and Delivery Centres

The region, particularly Mexico, has become an important hub for nearshoring and delivery centres serving North America and other markets. The transfer of business operations to nearby, lower-cost locations has long been associated with India and Eastern Europe, but Latin America is increasingly capturing this activity. Proximity to clients, time-zone alignment, and cost advantages are driving consulting firms to establish or expand delivery centres in the region, creating new opportunities for talent and service delivery.

Understanding how consulting work is distributed across lines of business is essential when assessing compensation levels. Even within the same country, firms may vary widely in focus and service mix, influencing both pay structures and career paths.

Vencon Research’s benchmarking products capture these distinctions by matching roles precisely by line of business, level, and local market context. This enables consulting firms to make accurate, meaningful comparisons when reviewing compensation within their market.

Explore Vencon Research’s benchmarking services ›

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