Navigating the process of handing in my resignation

Question

Hi all and Merry Christmas,

i am currently in the midst of transitioning from my current firm to MBB starting in March, and the question is on how to approach handing in my resignation without burning all bridges and all the ties with the former team.

To give some context, I have started at this firm in July with a great team as part of a return offer. However, i had still some interviews lined up and was fortunate to recieve an offer from one MBB this November. I am sure about going with MBB for a good chance of working at the intersection of AI and Strategy & several other reasons.

Now I want to adress this with my current Team. Any tips or experiences on how to do it is really appreciated!

BR

Answer 1

Hello and congratulations!

Resigning can definitely feel uncomfortable, but if it’s handled professionally, there’s no reason for bridges to be burned.

In consulting, there’s typically no obligation to disclose where you’re going next. The more common question is why you’re leaving. It can help to prepare a simple, honest narrative. For example, that an opportunity came along which felt strongly aligned with your goals and was too compelling to pass up. At the same time, you can emphasize how much you’ve valued the learning, experiences, and contributions you’ve made to the team, and that you’d love to stay in touch.

There’s no need to overthink or overcomplicate it. Give notice in a respectful and thoughtful manner, and focus your energy on what’s ahead.

Happy to chat more if helpful.
Merry Christmas!

Answer 2

This is a completely normal situation, and it takes guts to make this jump so soon after rejoining a great team. It feels personal and awkward right now, but I promise you, everyone senior at your current firm has navigated similar situations, both as the resigned and the recipient. They understand how highly specific opportunities—like the AI/Strategy nexus you mentioned—can pull a candidate.

Here is the exact playbook for controlling the narrative and minimizing bridge damage. Your priority is to ensure your direct manager or the Partner who sponsored your return offer hears this from you, in a dedicated meeting, before anyone else (especially HR). Schedule a brief, non-project related call or meeting.

The conversation needs to be framed around the opportunity at MBB, not a deficiency at your current firm. You need to deliver three specific points quickly: First, thank them profoundly and sincerely for the return offer and the recent support. Second, state clearly that you received a highly unique offer that aligns perfectly with your long-term goal of specializing deeply in [mention the specific intersection, i.e., AI transformation] and that the timing was simply unavoidable. Third, pivot immediately to the transition: stress that your top priority for the next few months is executing a flawless handover and leaving the team in a better spot than you found it.

Remember, senior people are primarily concerned with operational risk. Your commitment to a thorough, documented transition plan is the single biggest factor in maintaining a good professional relationship. Be ready to suggest a definitive end date (which is typically dictated by your contract, but you can be flexible on the margin if needed for a handoff). Keep the tone respectful, professional, and regretful about the timing, but completely decisive about the decision.

Hope it helps!