MBB Italy → London/US mobility: rumor vs reality, and how to make a transfer happen?

Question

I’m considering joining an MBB office in Italy, but I keep hearing that cross-office mobility from Italy is not encouraged—and in some cases actively blocked. The claims are that compensation is lower and hours longer vs. other markets, and that when consultants try to transfer (e.g., to London), Italian leadership may discourage it by saying the person is needed locally.

I’m not looking to stir controversy—just to separate rumor from reality and plan my path. Medium-term, I’d love to work in the US (or possibly London). If mobility is truly limited, how can one still make it happen?

What I’m hoping to learn from you:

Evidence/data points: First-hand experiences from MBB Italy consultants who tried to transfer to London or the US. What actually happened? Any timelines or approval rates you’ve seen?
Official vs. practical policy: What are the formal rules (e.g., tenure/performance requirements, headcount constraints) vs. how things play out in practice?
Timing & pathways: When do transfers typically become realistic (after 12–24 months? post-promotion? post-MBA)? Are temporary rotations, global staffing, or secondments viable stepping stones?
What moves the needle: Performance ratings, a sponsoring partner, aligning with a global practice’s demand, language/visa readiness—what mattered most in successful moves?
Italy-specific tips: If you started in Italy and moved to London/US, what concrete steps did you take (projects, practice areas, networking strategy, timing with staffing cycles)?

Any candid insights—success stories, cautionary tales, or tactical advice—would be greatly appreciated. Thank you!

Answer 1

To be blunt: cross-office mobility from MBB Italy to higher-comp markets like London or the US is difficult—but not impossible. It depends on how you play the internal game.

Here’s what tends to matter:

First, grind hard upfront. Your best shot at mobility comes after getting top ratings for 1–2 cycles. If you’re not in the “clearly above expectations” bucket, it’ll be tough to build a strong transfer case.

Second, be strategic about timing. Flag your interest internally—but not two months before a promotion. Either flag early (within your first 6–9 months), or wait until after your first promotion, when you’ve proven your value and local leadership is more likely to support you. Don’t create a situation where they feel like you’re leaving before they’ve even gotten ROI on you.

Third, align yourself with a global practice area (e.g., digital, healthcare, climate, private equity, etc.) so you’re solving staffing problems across offices, not just locally. Having a partner advocate in that global practice can move the needle more than HR ever will.

And yes, some leaders in lower-comp offices will try to block transfers—they have utilization targets to hit, and losing strong performers hurts. This doesn’t mean it’s impossible, it just means you need a strong narrative, ratings, and someone willing to go to bat for you.

Finally, MBA is always a clean last-resort reset, if you want to pivot locations, function, or platform.

Bottom line: build leverage before making the ask. Get top ratings, align with global demand, and time it right. It’s not easy from Italy—but it’s not off the table either.

Hope it helps!