Is Consulting WLB (really really) that bad?

Question

I'm transitioning from global tech consulting (doing delivery work) to MBB, and I'm worried about the work-life balance. In my previous role, 'decent WLB' meant I could at least get home, have dinner, and decompress for a couple of hours before bed - not luxurious, but enough breathing room to reset mentally. This decompression time is genuinely important to me as an individual, and I'm planning to try advocating for these boundaries when I start. (though i kind of prepared this will not work out since i’m new joiner lol).

But based on everything I'm hearing about MBB, it sounds like there's barely any time between finishing work and needing to sleep before starting again. What specifically makes MBB so much more intense than other consulting firms? And do people generally get that everyone needs some downtime, or would I be seen as someone who can't handle the pressure?

Answer 1

Work life balance is variable by project and it’s hard to predict. I’ve had projects where I finish at 5pm, and projects where every day is past midnight.

Within different practice areas, there are different WLB expectations. If you purely work on transformations, it’s normal to expect some downtime. If you purely work on private equity projects, absolutely not.

If you’re doing delivery work, the chances are your WLB will be on the better side - think finishing at 7-9pm.

MBB is more intense because you get hired to do high-importance projects with tight timelines and a lot of pressure compared to other firms.

There are tactical and systematic ways through which you can try to manage lifestyle, but sometimes it will just be a bit tough! Happy to talk more if you like.

Answer 2

Hi there,

It’s totally normal to feel concerned about work-life balance when moving into MBB—especially if you’ve had a decent rhythm in your previous consulting role.

To your question: yes, MBB is intense. It’s not just the hours—it’s the pace, the client expectations, and the high bar internally. The work is fast-moving, and teams are often trying to deliver maximum impact in tight timelines. That said, it’s not a 24/7 grind for everyone all the time. Some projects will be tough; others are much more manageable. Peaks and valleys exist, and team culture plays a big role.

What makes MBB feel “more intense” than other firms often comes down to:

High expectations from both clients and leadership.
Compressed timelines for complex work.
Frequent context-switching across industries, teams, or even geographies.
Internal drive—you’re surrounded by smart, ambitious peers, and that can create pressure to always go the extra mile.

However, more and more MBB teams do recognize the need for sustainability. Partners and team leads are becoming more aware of burnout risks, and consultants who respectfully advocate for reasonable boundaries are not seen as weak—they're seen as human. The key is how you communicate: framing your need for decompression as something that helps you perform better can go a long way.

Also, being a new joiner doesn’t mean you’re powerless. You can:

Observe how others on your team manage their balance.
Find allies—often mid-level managers—who “get it.”
Start with small but consistent signals (e.g., protecting a short evening window if possible).

Bottom line: Yes, MBB can be intense, but many people do find ways to make it work for them. It won’t be perfect, but it’s not hopeless either.

Don’t hesitate to reach out if you want tips on navigating the first few months—happy to help.

Best,

Evelina