15 Consulting Firm Leaders Across English-Speaking Markets to Know
- Jonno White
- Aug 13
- 9 min read
Last updated: August 2026
Introduction
Consulting firms across English-speaking markets are shaped by people who lead whole organisations, networks, practices and regions. Their titles can look similar from the outside, but the work behind each role is often different.
This directory brings together 15 current consulting and professional-services leaders connected to firms serving English-speaking markets. It is a practical starting point for understanding how consulting leadership works across borders, capabilities and business models.
The list is arranged alphabetically for easy navigation, not as a contest. Use each profile to notice the leader's remit, the organisation around it and the kind of leadership problem that role is likely to carry.
Why consulting firm leadership matters
Consulting leadership matters because expert work only becomes useful at scale when people, capabilities and client decisions connect. A global chief executive, a network chair and a practice leader each hold a different part of that connection.
The people here show several routes into firm leadership. Some have moved through regional or practice responsibility. Others have built careers around transformation, technology, talent, transactions or complex client work.
For readers, the useful question is not who has the loudest public profile. It is what the role makes possible, what the person is accountable for and what the firm has chosen to place under that leader's care.
1. Aiman Ezzat
Aiman Ezzat is Chief Executive Officer at Capgemini. The role connects a current leadership remit with work that reaches English-speaking markets and gives readers a useful window into how consulting responsibility is organised.
Capgemini says he played a key role in its Booster turnaround plan and in the acquisition and integration of Kanbay. That detail makes Aiman Ezzat a useful person to study when you want to understand how a consulting firm turns expertise into leadership at scale. Read the official profile for the current role and context.
2. Gary Burnison
Gary Burnison is Chief Executive Officer at Korn Ferry. The role connects a current leadership remit with work that reaches English-speaking markets and gives readers a useful window into how consulting responsibility is organised.
Korn Ferry says he joined the firm in 2002 after serving as its Chief Operating Officer and Chief Financial Officer. That detail makes Gary Burnison a useful person to study when you want to understand how a consulting firm turns expertise into leadership at scale. Read the official profile for the current role and context.
3. David Garfield
David Garfield is Global Co-Chief Executive Officer and Board Member at AlixPartners. The role connects a current leadership remit with work that reaches Chicago and global markets and gives readers a useful window into how consulting responsibility is organised.
AlixPartners describes his work with boards and senior executives on strategy and growth, alongside service on civic and professional boards. That detail makes David Garfield a useful person to study when you want to understand how a consulting firm turns expertise into leadership at scale. Read the official profile for the current role and context.
4. Rob Hornby
Rob Hornby is Global Co-Chief Executive Officer and Board Member at AlixPartners. The role connects a current leadership remit with work that reaches London and global markets and gives readers a useful window into how consulting responsibility is organised.
Before becoming co-CEO, AlixPartners says he led its EMEA region and global digital practice. That detail makes Rob Hornby a useful person to study when you want to understand how a consulting firm turns expertise into leadership at scale. Read the official profile for the current role and context.
5. Sam Balaji
Sam Balaji is Senior Advisor to Deloitte's Global CEO and a continuing member of Deloitte's Global Executive, focused on strategic market initiatives and projects. That current remit gives readers a useful window into how consulting responsibility is organised across a global firm.
Deloitte says he previously led its Global Consulting, Financial and Risk Advisory businesses, alongside senior client and practice leadership roles across Deloitte Global and Deloitte US. That background makes Sam Balaji a useful person to study when you want to understand how a consulting firm connects firm-wide leadership with capability building. Read the official profile for the current role and context.
6. Heather Stockton
Heather Stockton is Global Consulting Services Leader at Deloitte. The role connects a current leadership remit with work that reaches Canada and global markets and gives readers a useful window into how consulting responsibility is organised.
Deloitte says she oversees Technology and Transformation, including technology, engineering, AI, cyber, customer and human capital work. That detail makes Heather Stockton a useful person to study when you want to understand how a consulting firm turns expertise into leadership at scale. Read the official profile for the current role and context.
7. Bob Sternfels
Bob Sternfels is Global Managing Partner at McKinsey & Company. The role connects a current leadership remit with work that reaches the Bay Area and global markets and gives readers a useful window into how consulting responsibility is organised.
McKinsey says he previously led its Operations practice in the Americas, its Private Equity and Principal Investors practice globally, and client capabilities globally. That detail makes Bob Sternfels a useful person to study when you want to understand how a consulting firm turns expertise into leadership at scale. Read the official profile for the current role and context.
8. Julie Sweet
Julie Sweet is Chair and Chief Executive Officer at Accenture. The role connects a current leadership remit with work that reaches New York and global markets and gives readers a useful window into how consulting responsibility is organised.
Accenture says she previously led its business in North America before becoming CEO and chair. That detail makes Julie Sweet a useful person to study when you want to understand how a consulting firm turns expertise into leadership at scale. Read the official profile for the current role and context.
9. Janet Truncale
Janet Truncale is EY Global Chair and Chief Executive Officer at EY. The role connects a current leadership remit with work that reaches New York and global markets and gives readers a useful window into how consulting responsibility is organised.
EY says she began her career as an audit intern and later led its Americas Financial Services Organisation as Regional Managing Partner. That detail makes Janet Truncale a useful person to study when you want to understand how a consulting firm turns expertise into leadership at scale. Read the official profile for the current role and context.
10. Joe Ucuzoglu
Joe Ucuzoglu is Deloitte Global Chief Executive Officer at Deloitte. The role connects a current leadership remit with work that reaches English-speaking markets and gives readers a useful window into how consulting responsibility is organised.
Deloitte says he remains actively engaged with clients and external stakeholders while leading the global organisation. That detail makes Joe Ucuzoglu a useful person to study when you want to understand how a consulting firm turns expertise into leadership at scale. Read the official profile for the current role and context.
11. Mohamed Kande
Mohamed Kande is Global Chairman at PwC. The role connects a current leadership remit with work that reaches English-speaking markets and gives readers a useful window into how consulting responsibility is organised.
PwC says he previously served as Global Advisory Leader and co-led US Consulting Solutions. That detail makes Mohamed Kande a useful person to study when you want to understand how a consulting firm turns expertise into leadership at scale. Read the official profile for the current role and context.
12. Steven H. Gunby
Steven H. Gunby is Chief Executive Officer and Chairman at FTI Consulting. The role connects a current leadership remit with work that reaches Washington and global markets and gives readers a useful window into how consulting responsibility is organised.
FTI Consulting says he joined after a 30-year career at BCG, where he ran the global Transformation and Large Scale Change Practice. That detail makes Steven H. Gunby a useful person to study when you want to understand how a consulting firm turns expertise into leadership at scale. Read the official profile for the current role and context.
13. Domenic Marino
Domenic Marino is Senior Partner and Chief Executive Officer at PwC Canada. The role connects a current leadership remit with work that reaches Canada and gives readers a useful window into how consulting responsibility is organised.
PwC Canada lists him as Senior Partner and CEO in its current Canadian leadership team. That detail makes Domenic Marino a useful person to study when you want to understand how a consulting firm turns expertise into leadership at scale. Read the official profile for the current role and context.
14. Kenneth M. Stoneham
Kenneth M. Stoneham is National Consulting Leader at PwC Canada. The role connects a current leadership remit with work that reaches Canada and gives readers a useful window into how consulting responsibility is organised.
PwC Canada lists him as its National Consulting Leader in the current Canadian leadership team. That detail makes Kenneth M. Stoneham a useful person to study when you want to understand how a consulting firm turns expertise into leadership at scale. Read the official profile for the current role and context.
15. Paul Griggs
Paul Griggs is Senior Partner, PwC United States at PwC. The role connects a current leadership remit with work that reaches the United States and gives readers a useful window into how consulting responsibility is organised.
PwC lists him on its Network Leadership Team and as the United States member of its Strategy Council. That detail makes Paul Griggs a useful person to study when you want to understand how a consulting firm turns expertise into leadership at scale. Read the official profile for the current role and context.
What these leaders show us about consulting leadership
Consulting leadership is not one job. It is a system of roles that connects enterprise direction, client work, specialist capability, talent and coordination across markets.
A second pattern is the growing connection between advice and delivery. Technology, transformation, talent, transactions and industry expertise sit beside traditional strategy and operations work, so leaders need to bring different kinds of expertise together.
The practical lesson is simple: study both the title and the work around it. The remit tells you what the person is accountable for. The distinctive work shows how that accountability is being made real.
How to use this list
Start with the role closest to your question. Study a global chief executive for firm direction, a network leader for coordination, a regional leader for market delivery or a practice leader for capability building.
Open the official profile linked beside each entry and write down three things: the current role, the area it covers and one decision the role probably requires. Keep those observations separate from assumptions about private leadership style.
Then compare two people from different kinds of firm. The contrast between a global network role and a specialist consulting role often teaches more than reading several similar biographies.
Frequently Asked Questions
What does a consulting firm leader do?
A consulting firm leader sets direction for a firm, network, region or practice and helps turn that direction into client work, capability building and decisions about people. The exact remit depends on the organisation and title.
What is the difference between a managing partner and a CEO?
A managing partner commonly leads a partnership, while a CEO carries executive responsibility for an organisation. The terms vary by firm, legal structure and network model, so the safest guide is the current role description.
How can I learn from consulting firm leaders?
Learn from the work around the title. Read the official profile, identify the person's remit, follow the firm's public thinking in that area and ask what decisions connect the two.
Conclusion
The people in this directory offer different views of the same leadership challenge: how to make expert work useful at scale. Some lead whole firms, while others lead networks, practices or regions.
Choose one entry, open the official profile and write down one idea you can test in your own work this week. If you want help turning that idea into a practical leadership conversation, email Jonno at jonno@consultclarity.org.
Related Reading
49 Thought Leaders in Consulting Worth Following (2026). A related Consult Clarity resource for the next part of the question.
Leadership team development. A related Consult Clarity resource for the next part of the question.
Working Genius and executive teams. A related Consult Clarity resource for the next part of the question.
A practical next step
If your leadership team needs a clearer way to work together, Jonno White can help with a keynote, workshop or facilitated leadership session. Email jonno@consultclarity.org.
About the Author
Jonno White is a Brisbane-based leadership consultant, keynote speaker and Certified Working Genius Facilitator, and the author of Step Up or Step Out. He works with schools, corporates and nonprofits around the world. To enquire about a keynote, workshop or facilitated leadership session, email jonno@consultclarity.org.