When you're in the running for a partner role, your presentation can be the moment that defines your trajectory — whether you're stepping up internally or joining a new firm. It's your opportunity to communicate vision, commercial acumen, and leadership readiness. So, how do you deliver a presentation that’s both memorable and persuasive?
Here’s a detailed guide to help you prepare, structure and deliver a compelling presentation that speaks directly to what the panel is looking for — and sets you apart.
Designed to assess your readiness to take on leadership within the firm.
Expect a deeper dive into your track record, business case, and alignment with the firm’s long-term strategy.
The panel may include equity partners, HR, and members of the firm’s leadership group who know you — but want to see how you’ll contribute at the next level.
Focus is on how you’ll bring new value, clients, and leadership into the business.
The panel is assessing strategic fit, cultural alignment, and commercial potential — especially if you’re coming from a competitor or a different tier of the market.
Regardless of the context, the presentation is about impact, vision, and trust. They’re investing in your ability to shape the future of the firm.
Before you begin building the content:
Ask for the scope. Will the panel provide a topic (e.g. “Your first 100 days”, “Your business plan”, “How you’ll grow the practice”)? If not, ask if you can set your own.
Understand timing. Typical presentations last 10–20 minutes, followed by questions. Confirm the length and whether slides or handouts are allowed.
Know your audience. Who will be in the room? If possible, get names, titles, and their areas of focus.
Ask for help. They will want to give you advice and help.Ask for it.
If you’re invited to choose your topic, consider these well-received approaches:
“My vision for the [Tax/Audit/Advisory] practice over the next 3–5 years.”
“The opportunity to grow our client base in [sector/geography/service line].”
“How I will lead and develop our people as a Partner.”
“Building a commercially focused and inclusive practice.”
Choose a subject that allows you to showcase leadership, strategic insight, and a clear return on investment.
Here’s a tried-and-tested structure:
Set the tone with a concise summary of your message.
Example: “Today I’ll share my plan for how we can double our market share in mid-market manufacturing clients over the next three years — by combining sector focus, smarter BD, and leadership from the front.”
Demonstrate your understanding of the firm’s position, challenges, and opportunities.
Reference market trends, competitor activity, client needs, or team dynamics.
Show that you’ve done your homework.
Share your vision or business case.
Break it down into strategic pillars — e.g. client acquisition, talent development, operational efficiency.
Be specific about how you’ll achieve it — processes, people, investments.
Show how you’ll bring people with you.
Talk about mentoring, creating a performance culture, and championing the firm’s values.
Detail the expected return: client growth, revenue, margin improvement.
If applying externally, outline your network and potential client wins — but stay realistic.
Summarise your key points and end with a confident, forward-looking remark.
Example: “I’m ready to lead with clarity, commercial drive, and a genuine commitment to our people — and I look forward to shaping the next phase of our growth.”
The Q&A is as important as the presentation. Expect questions such as:
“What would you do in your first 90 days?”
“How will you win new clients in a competitive market?”
“What will success look like in 12 months?”
“How will you manage underperformance or resistance to change?”
Top Tip: Don’t just prepare for questions — anticipate them. Consider including a slide or remark that addresses likely concerns head-on.
If slides are allowed, keep them clean and minimal. No walls of text.
Use 5–7 slides max. Titles should tell a story. For example: “A targeted growth plan”, “Investing in talent for long-term gain”, “How we win.”
Charts, client segments, and simple frameworks work better than jargon.
If slides aren’t allowed, prepare a single-page handout or simply rely on well-rehearsed verbal clarity.
Rehearse your structure, timing and transitions — but avoid sounding scripted.
Practice in front of a mentor or colleague who can challenge your content and delivery.
Time yourself, refine weak sections, and rehearse answering tough questions confidently.
Speak with clarity and conviction. Avoid filler words and overly technical language.
Maintain eye contact, use open body language, and modulate your tone.
Show that you care — not just about the content, but the opportunity to lead.
Reference your history and achievements — but focus on your future contribution.
Acknowledge current dynamics and how you'll support, challenge and lead from within.
Position yourself as a fresh perspective, but with deep respect for the firm’s values and culture.
Show how your experience will integrate — not disrupt — and add immediate value.
At this level, you’re not just applying for a job — you’re making a case to be entrusted with the future of the firm. That means alignment matters as much as ambition.
A successful presentation doesn’t just demonstrate that you’re capable. It shows you’re ready, trusted, and aligned with the firm’s direction — someone they can see sitting at the table, not just pitching for a seat.
I’ve supported many professionals on their journey to partnership — from refining their business case to presentation coaching. If you'd like a sounding board as you prepare, don’t hesitate to get in touch
Best of luck in your preparation — and remember, the partner interview presentation is not a test of theory, but a window into your leadership future. Prepare like it matters — because it does.
