Corporate Development Strategy Consultant

Ebury helps ambitious businesses unlock global growth, and we take the same approach with our people. We encourage innovation and movement, collaboration and problem-solving, and foster an environment where everyone can feel they belong, are valued, supported and empowered to succeed.

If you’re a collaborator who wants to help transform how businesses operate globally, get in touch - we’d love to discuss how Ebury can accelerate your career so you can shape the future.

Corporate Development Manager

Ebury London Office - Hybrid: 4 days in the office, 1 day working from home per week

The Opportunity

Ebury is growing on two fronts at once: organically, into new markets and customer segments, and inorganically, through acquisitions that add capability, licences and clients faster than we could build them ourselves. Corporate Development sits at the centre of both.

We're looking for an experienced management consultant to join the team in London. The role has two facets, and you will live through both.

In the first, you'll run internal strategic projects — end-to-end reviews of the processes that determine how well Ebury actually runs.

Client onboarding is the first of these: a journey that touches Sales, Compliance, Operations, Product and Technology across multiple jurisdictions, and where the difference between good and excellent is worth a great deal in conversion, cost-to-serve and client experience.

You will diagnose it properly, size the prize, design the target state, and then stay with it until something has genuinely changed.

In the second, you'll move onto integration work behind our acquisitions — turning a deal thesis into an operating reality across systems, people, clients and regulatory permissions.

This is a role for someone who wants to stop handing over the recommendation and start owning the outcome.

You'll work closely with

The Corporate Development team, with exposure to the CEO and Executive Committee

Functional leaders across Operations, Compliance, Finance, Sales, Product and Technology, Data and Legal

Counterparties, advisers and target management teams

What you'll do

Strategic Projects and Internal Transformation

Own end-to-end reviews of Ebury's core operating processes, beginning with client onboarding

Map the current state honestly — cycle times, drop-off points, rework, manual intervention, cost-to-serve — and quantify where value is lost

Look at the process across different customer segments and in different jurisdictions

Design the target state, sequence it into something deliverable, and build the business case behind it

Work through functional owners to land the change, then measure whether it actually landed

Corporate Strategy and M&A Support

Market mapping, target screening, and competitive and landscape analysis

Commercial and operational due diligence support: business model, unit economics, client base quality, operational scalability

Valuation and synergy modelling, and the business case behind a recommendation to proceed

Board, ExCo and investment committee materials

Post-Merger Integration

Plan and run integration workstreams across operating model, systems, people, clients and regulatory permissions

Day 1 readiness and the 100-day plan: what must be true, by when, and who owns it

Track synergy delivery against the assumptions underwritten at deal approval, and escalate early when they slip

Act as the bridge between what was assumed in the deal model and what is true on the ground

Analysis and Decision Support

Build the financial and operational models that inform capital allocation decisions

Turn ambiguous, under-specified questions into structured recommendations an executive team can act on

Bring a view. We are not looking for neutral summaries.

What success looks like (12–18 months)

The onboarding review is delivered, and there is a measurable improvement in cycle time, conversion and cost-to-serve that can be attributed to it

Functional leaders treat you as a partner they call early, not a reviewer they manage around

You can lead an integration workstream independently, and are trusted to represent Ebury with a target's management team

Your analysis is used in decisions at ExCo and Board level, and holds up under challenge

What makes this role challenging

You have no line authority. Every change you propose is delivered by a team that doesn't report to you and already has a roadmap. Influence, credibility and follow-through are the job.

Ebury is a regulated business in many jurisdictions. Elegant operating model solutions frequently die on a licensing, permissions or local supervisory constraint. You need to find that out early, not late.

The recommendation is the easy part. Unlike consulting, you don't leave after the readout. You own the implementation and the number.

The data is not clean. You will often build the view yourself rather than request it, and be able to defend how you built it.

The work is lumpy. Deal activity is unpredictable. You may be deep in a process review one week and in a data room the next, and you need to be able to hold both.

Who we are looking for

Prior M&A or integration experience is a plus, not a requirement. We are looking for someone with genuine consulting craft, strong commercial instincts and the agency to operate without a partner above them defining the workplan.

Must-have

4–7 years of management consulting experience, ideally at a Big 4 firm (Deloitte, PwC, KPMG, EY) or a comparable strategy or transaction advisory practice

A track record of owning workstreams end to end — problem definition, analysis, recommendation and client sign-off

Strong analytical toolkit: structured problem solving, financial modelling, advanced Excel, comfort working with imperfect data

Executive-grade written and verbal communication, including PowerPoint that survives a Board audience

Degree in a numerate or analytical discipline (Engineering, Economics, Business, Sciences or similar)

Fluent English, with daily collaboration across global commercial, technology and Legal/Compliance/Risk stakeholders

Nice-to-have

Exposure to financial services, payments, FX or lending

Post-merger integration, carve-out or operational due diligence experience

Experience redesigning regulated operational processes such as onboarding, KYC or credit

SQL, or fluency with BI and analytics tooling

An additional European language (Spanish, Portuguese, French, Dutch, German or Italian)

Core Capabilities

Structured Problem Solving — breaks down open-ended, under-defined questions into a workplan; sizes the opportunity before designing the fix.

Commercial Judgement — understands how operational decisions land in revenue, margin and risk; prioritises on business impact rather than analytical interest.

Delivery Bias — measures success by what changed, not by what was presented; stays with a project past the readout.

Influence Without Authority — builds credibility with functional owners quickly, and gets change delivered through teams that don't report to them.

Comfort with Ambiguity — operates without a defined workplan or a partner above them; high agency, low need for structure.

Intellectual Honesty — reports the finding that is inconvenient, including when it kills their own recommendation.

Regulatory Literacy — willing to get into the detail of licensing, permissions and compliance constraints rather than treating them as someone else's problem.