I am a director at a large top tier forensics shop (think FTI, A&M, AP). Rapidly promoted, strong reviews, highly recognized/supported by partners, & given tons of leadership/client relationship/step-up opportunities. However, I’m likely 5-10 years out from partnership.

I’m being scouted by a headhunter from a small, specialized single-niche boutique for a direct admit to partnership. 10% bump quickly scaling to 60%. But nowhere near partner pay at my current firm. Would you consider it?

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Posting as :
works at
You are currently posting as works at

No reputable firm is going to direct admit a manager to partner. This “partner” title is not a partner, it’s a 10% raise. There’s all kinds of red flags here, and head hunters don’t care about anything but getting their paycheck by filling a role.

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My username is old and says manager but I’m a director. The base salary is a 10% raise from my current TC but with bonus/equity increasing it to 60% once I’m ramped up

At ^ this shop for years and the bonus was never close to what recruiter quoted me at the beginning so I’m always weary about that

With your current trajectory I wouldn’t do it. In my opinion you have to think long term here. Smaller firms will always be there waiting.

SDs

What’s the worst case? I imagine you leave, make partner, hate it there. Could you get back as Partner at your old firm?

Probably not, frankly. I generally see partners or near-partners leave from bigger firms to smaller firms, not vice versa

What problem(s) are you fixing and what problem(s) are you creating?

Fixing: better comp short-term, likely quicker access to testimony experience, cutting out bureaucracy/middlemen/conflicts, likely able to bring in clients that my current firm is too expensive for, not being under the thumb of difficult bosses/being my own boss and having better control over my schedule

Creating: worse comp long term (assuming I’d eventually make partner at my current firm), loss of all the capital I’ve built at my current firm, starting that process over with the new firm, being pigeonholed to a narrow niche, potentially lower quality staff support, research/tech tools, and firm relationships, potential business risk from a small firm with high customer concentration

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