Beyond the deal: what makes the right move at Director and Partner level?

For a Director or Partner in corporate finance and advisory, a career move carries considerable weight. You are already considering the clients you could advise, the team you could build and the platform behind you. You may also be weighing up years of established relationships against the opportunity to do something more ambitious.

As a recruiter, that makes the conversation much more interesting than simply matching a job title to a CV because across M&A, valuations, restructuring and debt advisory, the starting point should be the same: what would make a move worthwhile?

A complex market puts leadership in focus

There is plenty of capital looking for opportunities, but the picture behind the deal headlines isn't as simple. PwC’s September UK M&A update reported that deal value more than doubled in the first half of 2026, while transaction numbers fell by 13%. Activity was concentrated in a relatively small number of large deals.

For advisory firms, my view is that this makes the quality of senior leadership particularly important. Winning work in a selective market takes credibility, relationships and a clear understanding of where the firm can compete and alongside that, businesses continue to face difficult financial decisions. EY-Parthenon’s latest profit warnings report recorded 65 warnings from UK-listed companies in the third quarter of 2026, the highest quarterly total since late 2024.

These conditions create different advisory needs: pursuing an acquisition, establishing a defensible valuation, refinancing debt or protecting a business under pressure and each calls for specialist judgement.

Five disciplines, different leadership requirements

• In M&A, a senior appointment needs to reflect the firm’s ambitions. Is the priority someone who can originate mandates, deepen sector coverage, lead execution or establish a new market presence? Those requirements can overlap, but hirers need to be clear about what success looks like.
• In transaction services, senior leaders need to turn detailed financial analysis into clear commercial advice. At Director and Partner level, that means leading buy-side and sell-side financial due diligence, identifying issues that could affect deal value or execution, and building trusted relationships with corporate and private equity clients. The ability to win mandates, develop teams and work closely with M&A and other advisory specialists is central to the role.
• In valuations, technical authority sits alongside the ability to explain and defend a position. At Director and Partner level, that can mean leading complex engagements, building confidence with clients and developing the next generation of specialists.
• In restructuring, leadership involves difficult decisions under pressure.  You need the ability to work with management teams, lenders and other stakeholders matters enormously, alongside the specific expertise required for the mandate.
• In debt advisory, understanding the financing options is only part of the picture. Senior advisers need to interpret those options in the context of a client’s strategy, negotiate effectively and maintain credibility with borrowers and capital providers.

At this level, the platform matters

For experienced advisers considering their next move, I would encourage a close look at what a firm can actually support. There may be an attractive title and a compelling growth story and the questions underneath deserve equal attention.

Where will mandates come from and how strong is the execution team? What investment is available and how are client relationships shared across the firm? Crucially for the individual is how much freedom will they have to develop their practice? That final question is always the most significant when talking to candidates.

For a Director pursuing partnership, the route needs to be tangible: expectations, sponsorship, timescale and the economics of progression. An established Partner, the discussion may centre on greater influence, a stronger sector proposition, succession planning or the opportunity to build a team.

The best appointment brings together a person’s ambitions and a firm’s ability to help deliver them.

An international move needs a commercial rationale

Looking internationally can open up a wider range of possibilities, particularly for advisers with specialist expertise or experience of cross-border engagements. But a successful track record needs to be understood in context.

A firm will want to know how relevant your sector knowledge is to its clients, how your relationships might translate and what you would need to establish yourself in the market. Local regulation, professional requirements and the structure of the partnership may also affect the opportunity.

For the individual, the questions are just as important. Will the move broaden your remit? Give you access to different mandates? Provide a credible route to partnership or the backing to build a practice?

Relocation is a substantial commitment. The professional opportunity needs to stand up to scrutiny alongside the personal appeal.

Start with what you want to build

My focus is on senior appointments across M&A, valuations, transaction services, restructuring and debt advisory, working with Directors, aspiring Partners and established Partners in the UK and internationally. I find that, at this level that a useful conversation can begin well before there is a vacancy or a decision to move. It might start with a frustration about progression or even an ambition to lead a service line. A common theme is to explore another market or a firm recognising that its next stage of growth needs a different kind of leadership.

If you understand those ambitions, you have hit the spot where meaningful recruitment starts.

I'd love to hear from you if you are considering your next move, or even looking to strengthen the leadership of your advisory practice, I would be happy to have a confidential conversation. Meet me on LinkedIn