DHL Consulting

Hello, thank you for the question! While stressful moments are inevitable from time to time, there are a few approaches that can help make demanding tasks feel more manageable: 1. Manage your energy I strongly believe that energy management is just as important, if not more important, than time management. Understanding when you are most productive allows you to schedule your most demanding tasks during those peak focus periods. Tackling complex work when your energy and concentration are highest helps you complete it more efficiently and effectively, which can free up time later for other responsibilities. 2. Replenish your energy It's equally important to know what helps you recharge and to make space for those activities. It may feel counterintuitive to spend time on things that are not directly related to the task, but maintaining your energy is essential for staying effective. For me that means getting sufficient sleep, eating well, and staying active through Pilates. I've learned from experience that when I don't get enough rest (or pull through an all-nighter for days), I will not make much significant progress either (essentially staring lovingly at my slide for hours) because my brain simply doesn't have the energy it needs to function well.  3. Break tasks into manageable pieces and apply the 80/20 principle Large tasks can feel overwhelming, so it helps to break them down into smaller, more manageable steps. I also try to identify which activities will create the most impact, essentially applying the 80/20 principle, and focus on those first. This approach ensures that you’re making meaningful progress while tackling the most important elements early. It’s also important to acknowledge and celebrate small wins along the way. Every step forward brings you closer to the final goal. For me, that sometimes means treating myself to dessert (or two) after getting through a particularly demanding day! I hope this helps :)  

Hello Sabrina, thank you for the question! :) Are there successful introverted personalities in consulting? Absolutely. In DHL Consulting, you’ll find a mix of both extroverted and introverted personalities at every level - from consultants all the way up to partners. The firm strongly believes that diversity of perspectives and working style is a strength, because different people bring different value to the organization. While consulting is indeed a client-facing role that involves presentations and discussions with clients, that’s only one part of the job. Many aspects of consulting actually play to strengths that introverts often have. I consider myself an introvert as well. In my experience, introverts often bring strong analytical thinking and attention to detail, which are extremely valuable when tackling complex problems. We tend to take the time to think through different options carefully, which often leads to well-considered and thoughtful recommendations. Because we are often more observant and reflective, introverts can also be very good at active listening. This helps in picking up nuances, reading between the lines, and understanding what stakeholders are really trying to convey, even when it isn’t said explicitly. Introverts also tend to build strong one-on-one relationships, both within the team and with clients. Regarding presentations, I completely understand that they can feel intimidating at first. However, presentations are a common part of professional life, especially as you become more senior in an organization. One mindset that helped me is to think of presentations less as “delivering a performance” and more as "having a conversation". When presenting, you’re essentially explaining ideas or insights. It is similar to how you might explain something to a friend or family member. While the setting may be more formal, it is still a two-way discussion. Clients ask questions, you share perspectives, and the conversation evolves from there. It’s also perfectly fine not to have every answer immediately. If you don’t know something, you can simply acknowledge it and follow up later. And like any other skill, presentation improves significantly with practice over time. If you are interested in consulting but not sure whether this' the role that you want to pursue long-term, perhaps consider doing an internship. It gives you the opportunity to test it out for yourself and the experience may surprise you :) Here's the link to opportunities within DHLC: Job Search | DHL Consulting I hope this helps!

Hello!  An ideal CV is typically one page, well structured, and easy to scan. The recruiter should be able to understand your education, experience, and key achievements within a few seconds. Grades, degree program, and internships are of course important, but what often makes a CV stand out is impact. Instead of only listing responsibilities, try to show what you actually achieved or contributed. Concrete examples or numbers can make a big difference. Activities outside of university can also be very relevant. Leadership roles in student organizations, volunteering, sports teams, or entrepreneurial initiatives show initiative, teamwork, and commitment. Those signals are often just as interesting as academic performance. Regarding tools, I would actually recommend listing the programs you are comfortable using, even if they are standard ones like Excel, PowerPoint, or data analysis tools. It gives a clearer picture of your skill set and can also highlight if you have more advanced capabilities. Overall, a strong CV tells a clear story- just like a good consulting deck! Someone reading it should quickly understand who you are, what you have done so far, and why consulting would be a logical next step for you.  

Dear Sandra, Thank you for the question! I believe communication is key when it comes to resolving conflicts or challenging situations, whether they arise within the team or with the clients. The core principle is the same, but I do adjust my communication approach depending on who I am speaking with. If the conflict is within the project team, I usually start with 1:1 conversation. I try not to address the issue when emotions are still running high, as that often makes it harder to have a constructive discussion. Once things have settled a bit, I explain how I understood the situation, share how it affected me, and ask if my understanding is accurate. Most of the time, the other person will then share their perspective and simply talking it through helps clear up the conflicts or misunderstandings. I also find it helpful to address the issue relatively close to when it happened rather than letting it sit for too long. When the situation is still fresh, it's easier for both sides to recall what happened and identify the root cause. If the issue persists, I would involve a third party, typically the assignment manager, to help facilitate the discussion and resolve the tension. Dealing with challenging client situations can be more complex. In those cases, communication is still important, but active listening and empathy becomes more critical. Taking the time to understand where the client is coming from and demonstrating a genuine willingness to help usually goes a long way. It's also important not to handle difficult situations alone. I would typically flag concerns to my assignment manager or project partner early (depending on the situation). That way they are aware of the context and can step in quickly if additional support is needed. In terms of support structures, everyone in DHL Consulting has a PD (Professional Development advisor), typically one of the partners in the firm, with whom we can openly discuss challenges. The company also offers coaching if they believe it would be beneficial for you to work with a coach to develop strategies to deal with conflicts. On and all, you are never expected to navigate difficult situations entirely on your own. There is a strong support system in place to help you through them! I hope this helps! :)

That really depends on the project, the client, and the office you are based in. For example, I’m based in Bonn, and many of our clients are located in the DHL Post Tower, which is only about a five minute walk from our office. In those cases, there is no travel involved. We also collaborate with DHL teams all over the world, and those meetings are often held virtually via Teams. At the same time, some projects do involve travel, including international assignments. It really depends on where the client is located and what the project requires. Some engagements might require a short trip for key workshops or presentations, while others may involve being on site more regularly, for example two to three days per week. The office location also plays a role. Offices like Singapore or Miami tend to have more projects that involve international travel, whereas in Bonn many projects are either local or global but managed virtually. And regarding sightseeing, while work comes first, teams usually try to manage their time well so there is an opportunity to explore a bit of the city in the evenings or over the weekend. That can definitely be a nice bonus of traveling for projects!

Hello :) As for DHLC, the usual dress code for typical office day is business casual. For me, that generally means button-down shirts or blouses paired with well-fitted trousers or skirts. If I am meeting senior stakeholders on the day, I will normally add a blazer depending on the context and level of formality required.  As a general rule, I would suggest avoiding clothing items that are overly tight, revealing, or too short. When in doubt, it's always better to lean on the side of being slightly more polished in my opinion. A helpful way to gauge what is appropriate is by observing what others are wearing in the firm, be it during recruiting/company events or internship. That will usually give you a good sense of the firm's culture and expectations. I hope this helps :)

Hello, thank you for the question :) I believe it starts with our mindset. Our thoughts and beliefs shape our behavior. So, if we internalize the idea that we are somehow inferior, that belief can unintentionally show up in how we carry ourselves. Confidence begins with recognizing the value we bring to the table. One of the most impactful pieces of advice I received from my mentor was to intentionally develop my executive presence. This is how I break it down: 1. How I act This is largely about how I project confidence. It means trusting the value that I bring, staying calm and composed under pressure, and being decisive when needed. It’s also about being comfortable taking up space in the room (e.g., speaking up in discussion) while demonstrating strong emotional intelligence. 2. How I speak Communicating clearly and concisely makes a significant difference. Being intentional with my tone, pacing, and body language strengthens the overall message I try to convey. It is incredible how incorporating deliberate pauses and maintaining a steady tone can immediately enhance the credibility of the message. 3. How I look Professional presence matters. The way we present ourselves contributes to how others perceive us, so having good posture and dressing appropriately for the setting help reinforce confidence and credibility. Overall, I don’t believe that women need to “act differently.” Authenticity is important, but developing executive presence will definitely help you in staying true to yourself while projecting confidence and professionalism.  I hope this helps! :)

Hello! Thank you for the question :) I will be honest, like many other roles, consulting feels especially exciting at the beginning. Everything is new, fast-paced, and intellectually stimulating, especially for me who comes from a non-traditional background (imagine developing chocolate sauce on day-to-day basis to working on a M&A project)! Over time, however, the reality of the work sets in. The pace is demanding, the hours can be long, and the grind becomes apparent. Naturally some of the initial excitement fades and I think it is absolutely normal in any career.  That being said, the fact that I am still in consulting reflects that it continues to offer what I am looking for at this stage of my professional journey. One thing that definitely helped me is having clear expectations of what consulting entails (e.g., the level of commitment required, the workload, the intensity involved, etc.). Making an informed decision upfront reduces the likelihood of disappointment once the novelty wears off. It is also important to be intentional about what you want to gain from your time in consulting. Whether it is specific technical skills, leadership exposure, problem-solving capabilities, or resilience under pressure, having clarity on your development goals makes the experience much more purposeful. For me, my current role still provides opportunities to strengthen the skills I care about most.  And that is what keeps me going. I hope this helps! :)

Hello! Thank you for the question :) As DHLC is the in-house consultancy for DHL Group, the team works across a wide range of strategic topics that are relevant to the Group. This means that our projects do not always follow a single, consistent theme. In this case, not every project that comes our way focuses on sustainability. That being said, sustainability is a core pillar of DHL Group's overall strategy. Consequently, there is a sustained attention and investment in sustainability topic at the organizational level.  I am personally passionate about sustainability, and I am part of the internal sustainability focus group within DHLC. As a focus group, we drive various sustainability initiatives within the company and support the Group on sustainability-related topics. This allows me to stay actively involved in the area that I am passionate about, even when my day-to-day project work may be focusing on other strategic priorities. In this sense, I am lucky because DHLC's structure provides both the breadth of exposure to different strategic topics in the Group and the opportunity to contribute and drive a topic that is particularly dear to my heart. I hope this helps :)

Hello! Thank you for the question :) I was part of the consulting club during my master's program. While the club was open to all MBA candidates, not necessarily only focused on women, it was incredibly valuable to be part of the community. Fun fact - I actually secured my current role at DHLC through DHLC event in Singapore that a fellow club member shared and encouraged me to attend. That experience alone reinforces how powerful peer networks can be. Being surrounded by like-minded individuals with similar career interests makes a real difference. You can exchange information, share insights, and in case of consulting, have more peers to practice cases with. Interview preparations can be intense and overwhelming at times, so having a supportive community helps. Regarding whether to include it on your resume, I would recommend focusing on what you achieved through the membership rather than simply listing it. For example, did you participate in case competitions, take on a leadership role, organize events, etc.? Highlighting contributions or impact is more compelling, since two people can be part of the same club but have very different experiences and outcomes. I hope this helps! :)

Hello! Thank you for the question :) I believe every project can be a learning experience if you approach it with that mindset. That said, there was one particularly challenging engagement that stands out. While I can’t share specific details, it involved a highly niche topic that required close collaboration across both internal and external teams. The project spanned more than 100 stakeholders and operated under a tight timeline, which added significant complexity. The complexity of the topic, scale of coordination, and the level of alignment required made it especially demanding. The biggest takeaway for me is stakeholder management. I learnt the importance of resilience, influence, and structured collaboration. It pushed me to regulate my emotions under pressure, navigate conflicting viewpoints, manage interdependencies, and continuously drive alignment despite competing priorities. Looking back, that project has become a reference point for me. It gave me confidence that I can handle complexity and high-pressure environments. The lessons I gained there continue to shape how I approach new challenges today, and they’ve strengthened my ability to lead and collaborate effectively in future projects. I hope this helps! :)

Hello, thank you for the question :) Fortunately, I have not been in any position where I am perceived differently from my male colleagues, either internally within DHLC or externally within DHL Group. In DHLC, we highly value and respect diversity we have in the team. We believe that it is a source of strength, and it is reflected in the way we treat and collaborate with each other. That being said, I always believe that is important for everyone, women especially, to develop and strengthen our executive presence. It helps us in staying true to ourselves while projecting confidence and professionalism outwards.I hope this helps! :)    

Hello, thank you for the question :) I don't have any kid of my own yet, so I couldn't share any personal experience on this. However, I can share DHLC's stand on this. At DHL Consulting, we strive for impact in all the projects we deliver but we also care about work-life balance and the needs of parents. We offer part-time solutions to accommodate the needs of parents, allowing for a better balance between work and family responsibilities. We also provide flexibility in working from home and hours, considering the needs of our clients and teams and ensuring that our employees can manage their professional and personal commitments effectively. As part of the DHL Group, we support employees in combining family and career through company-supported day care centers. These centers provide a reliable and convenient childcare option for our employees, enabling them to focus on their work while knowing that their children are well taken care of. I hope this helps! :)

Hello, thank you for the question! :) It’s true that consulting can involve longer and more demanding hours compared to some other roles. That being said, I’ve been able to maintain a relatively healthy work–life balance during my time at DHLC. For me, it comes down to two main factors: 1. Clear and disciplined prioritization You may not always have as much time as you’d like, but you can be intentional about how you use it. At work, I regularly evaluate which tasks or deliverables will create the most impact, essentially applying the 80/20 principle. I also block dedicated time in my calendar for high-priority work to ensure it gets done efficiently and doesn’t spill over into personal time. Of course, there are periods when project demands require some trade-offs. But, overall, being deliberate about priorities has helped me stay in control of my schedule. 2. Managing energy, not just time I strongly believe that energy management is just as important, if not more important, than time management. Understanding when I’m most productive allows me to tackle complex work during peak focus hours, which improves efficiency and frees up time later. Equally important is knowing what replenishes my energy. For me, that includes getting sufficient sleep, eating well, and staying active through Pilates. Protecting these habits helps me stay resilient and perform consistently, especially during intense project phases. Overall, consulting is demanding, but with structure and self-awareness, I think it is possible to build a rhythm that works. I hope this helps! :)

That is a great question, networking indeed plays a critical role in any career, but especially in consulting. Strong performance is the foundation. Delivering impact, building trust, and being consistently reliable are non-negotiable. However, networking is what amplifies that impact and creates long-term opportunities. Networking allows you to shape your career proactively. It exposes you to different industries, leadership perspectives, career paths, and project opportunities you might not otherwise encounter. In consulting, where projects rotate frequently, relationships often open doors to new topics, strategic initiatives, and stretch roles. At DHL Consulting, networking happens quite naturally. Because we spend time in the office between projects, informal exchanges are part of our culture: whether it’s a quick coffee chat, a lunch conversation, or spontaneous brainstorming. These moments often spark collaboration and strengthen connections across teams. Beyond internal networking, staying connected with clients is equally important. Strong client relationships are essential for business development: follow-up work and new initiatives are often built on trust established in previous engagements. At the same time, maintaining these relationships supports your own professional growth and visibility. A few simple routines that work well for me: Be intentional with coffee chats – If I find someone’s role or project interesting, I proactively ask for 20–30 minutes to learn about their path and perspective. Stay in touch after projects – A short check-in every few months keeps relationships warm. Maintain client relationships – Especially after successful engagements. Lead with curiosity – The best networking doesn’t feel transactional; it’s rooted in genuine interest. For anyone starting out, I would encourage reframing networking: it’s not about collecting contacts, it’s about building meaningful, long-term professional relationships. And particularly for women in consulting, cultivating a strong peer network can be incredibly powerful, not only for career opportunities, but also for support, perspective, and shared growth!

That is a very valid question, especially for us women!  Imposter feelings can affect anyone at some point in their career. However, research suggests they are particularly common among women, even among high performers and leaders. I haven’t personally felt held back by imposter syndrome, but I’ve had friends in my network open up about moments of self-doubt. Hearing their stories has made me realize how widespread and relatable it is, even for high achievers. If you’re experiencing these feelings, here are a few practical ways to deal with them: Normalize it through conversation – Talking about it with peers, mentors, or friends helps you realize you’re not alone and frames self-doubt as a shared experience rather than a personal flaw. Separate feelings from facts – Keep a record of feedback, wins, and concrete outcomes; return to it when your inner critic shows up. Seek supportive relationships – Mentors, sponsors, and trusted colleagues can offer perspective, encouragement, and honest feedback that help you see your capabilities more clearly. Reframe negative self-talk – This sounds easier said than done, but even a few words of self-encouragement can go a long way! Celebrate progress, not perfection – Recognize that growth comes with discomfort, and confidence often follows experience, not precedes it. Imposter feelings don’t mean you’re not capable, they often mean you’re challenging yourself and growing. The fact that others around you have had similar experiences can be reassuring, and leaning on a supportive network can make all the difference!

AI has definitely become part of my daily work, and it has enabled me to do my job better and faster! Tools like ChatGPT or similar platforms are incredibly helpful for structuring thoughts, refining communication, stress-testing ideas, or getting a first draft on paper quickly. They complement my consulting work very well. That said, AI does not replace critical thinking. I still need to apply judgment, context, business understanding, and quality control. The value comes from combining AI efficiency with human reasoning. As a student, I would absolutely recommend experimenting early. Getting comfortable with tools like ChatGPT will likely make your life easier, both academically and later at work. The key is not just using them to “generate answers,” but learning how to ask the right questions and critically assess the output. In consulting specifically, AI is becoming increasingly relevant: from productivity improvements to client-facing use cases and transformation projects. At DHL Consulting, we are already working on several exciting AI-related initiatives across the logistics and operations landscape, which makes the topic even more dynamic and impactful. So yes, start experimenting, build familiarity and develop judgment. The earlier you understand how to leverage AI effectively and responsibly, the stronger your advantage will be!

Great question, and yes, the honest answer is: it fluctuates. I would say a normal workday is around 9 hours, but that really depends on the project phase. During critical moments like SteerCo deadlines or important milestones, it can temporarily become more intense. In calmer phases, it’s very manageable. When it comes to work-life balance, I’ve learned that alignment and communication are key. In our team, we openly discuss hard personal commitments. If those priorities are clear, the team works around them. That level of transparency makes a big difference. Sleep deprivation can happen during peak phases, but it shouldn’t become the norm. What helps me is being intentional during those periods: protecting sleep whenever possible, avoiding unnecessary late-night “perfectionism loops,” and prioritizing the tasks that truly move the needle. I also try to recover consciously after intense weeks, whether that’s blocking an earlier evening, catching up on rest, or reducing non-essential commitments. Consulting can be demanding, but with the right communication, boundaries, and recovery habits, it’s absolutely possible to build a healthy rhythm that works in the long run.

I wouldn’t see that as a gap at all, it’s a deliberate investment in your career! If you spent eight months intensively learning German to prepare for a move to Germany and can now speak it fluently, that’s a strong signal of commitment and discipline. I would simply include it as a dedicated entry in your CV, for example under “Professional Development” or “Further Training,” and clearly state that it was full-time, self-directed language immersion. The key is to focus on the outcome: your current level and ability to work professionally in German. Whether it was through an institution or self-study is secondary, what matters is that you achieved fluency. In consulting especially, taking ownership of your development is highly valued. If positioned confidently, this won’t look like a gap but a strategic step.

There is no single academic background required to be successful with DHLC. While it is true that many colleagues have studied business administration, as it is often a more traditional pathway into consulting, we strongly value diverse perspectives and experiences. What matters more than a specific degree is analytical thinking, structured problem-solving, curiosity, and the willingness to learn!