I’m about 18 months into consulting at a solid mid-market firm, and I’m starting to feel the pull toward an exit. The thing is, everyone around me seems to have a script—‘real consultants go to PE’ or ‘if you want optionality, tech PM is the move.’ But I’m not convinced either narrative is actually true for my situation.
Here’s what I’m noticing: the PE guys I know love the deal flow and ownership mentality, but they’re also grinding through diligence on stuff that doesn’t always excite them. The PM friends are building product, sure, but some of them seem stuck in roadmap hell at big tech. And corporate strategy? Honestly, it feels like the most underrated path—real authority without the startup chaos, but there’s definitely a ceiling conversation lurking there.
I think what I’m really asking is: how do you cut through the noise and actually figure out which path aligns with how you want to spend the next 3-5 years? Not the prestige version, not the ‘best exit optionality’ version, but the real version where you’re doing work that doesn’t drain you.
What tradeoffs did you actually have to make when you picked your path? And what surprised you most about the day-to-day once you got there?
real talk? most ppl overthink this bc they havent actually worked a real job yet. pe is grinding through decks, pm is slide presentations to PMs who dont care, corp strat is meetings about meetings. pick based on which type of bullshit you can tolerate for the paycheck. nobody’s “excited” about their work—thats a myth. just pick and commit.
the ‘ceiling’ thing ppl mention about corp strat? its real, but honestly pe has its own ceiling unless youre making partner. choose based on which pivot is easiest when you get bored in year four. thats actually the only decision that matters.
ugh same boat here! I think the thing is u gotta talk to ppl actualy IN those roles rn and ask them point blank what sucks. dont take reddit advice or forum posts, dm someone on linkedin whos 2-3 yrs in
also i heard corp strat actually might have the best wlb? pm seems exhausting from what ive read. maybe schedule calls w ppl at each and just ask whats the worst part lol
The fundamental question you’re asking is about values alignment, not prestige. PE rewards deal sourcing acumen and capital allocation thinking. Tech PM rewards product intuition and cross-functional influence. Corporate strategy rewards business model analysis and strategic positioning. Each requires different mindsets. Before deciding, spend a week shadowing someone in each role—not a coffee chat, actual work observation. This clarifies far more than any advisor conversation. The ‘ceiling’ concern about corp strategy is valid in some firms but not others; it depends entirely on the organization’s structure and how they promote internally.
You’ve got such a great position to explore this! Reach out to people in all three areas—most folks love sharing their journey. You’ll find your fit, and honestly, any of these paths can be amazing if you’re passionate about it!
The fact that you’re thinking this through carefully is already a win. Trust your gut, talk to real people, and remember—you can always pivot later. This choice isn’t as final as it feels right now!
What I wish I’d done? Take a week and actually track your energy. Which consulting projects lit you up? Was it the client relationship, the analysis, the recommendation, the implementation? That’s your tell. If you got excited about translating strategy into action, PM or corp strat. If you loved the financial architecture, PE. Don’t listen to the script—listen to yourself.
Research from exit tracking shows roughly 35-40% of consulting exits go to PE, 25-30% to tech PM, and 15-20% to corporate strategy roles. However, retention and satisfaction metrics differ significantly: PE shows 60-70% stay beyond three years, tech PM shows 45-55% (higher mid-career pivot rate), and corporate strategy shows 70-75%. This suggests that PE has stronger retention through the junior phase, but tech PM offers more lateral mobility if you need it. The deciding factor often correlates with how much autonomy and client interaction each person values in their work.
Another data point: comp trajectories differ materially. PE associate to VP progression is more predictable (7-10 year path to decision-making authority). Tech PM trajectories vary by company but typically flatten after senior IC levels. Corporate strategy sits between, but with lower absolute comp. If you model out 10-year compensation and authority growth, the math becomes clearer and often surprises people about which path actually delivers on their financial goals.