Stepping up from Tax Director to Partner is a pivotal career move. It's not just about technical ability—it's about whether you’re ready to operate at the level of an owner, a leader, and a strategist.
Before stepping into that interview room or presenting your business case, ask yourself these seven key questions. The strongest candidates don’t just answer interview questions well—they ask themselves the right ones first.
1. What’s my real business case for Partnership?
🔍 Can I clearly articulate how I’ll generate value for the firm—commercially and strategically?
You’ll need more than ambition to make Partner—you need a plan. Reflect on:
What makes your proposition compelling?
Is your client base portable, expandable, or aligned with a firm need?
What sectors or services can you own and grow?
2. Am I ready to manage relationships at the Partner level?
🔍 Do I have the gravitas and trust of senior decision-makers, not just tax teams?
It’s not enough to do great work—you need to be a strategic advisor. Ask:
Can I confidently advise CEOs, CFOs, and boards?
Do I proactively stay connected to clients outside of compliance work?
Do clients view me as indispensable?
3. How have I contributed beyond client delivery?
🔍 Do I already behave like a Partner in how I lead, mentor, and build the firm’s brand?
Partners drive culture and business development, not just bill hours. Reflect on:
Have I led internal initiatives or thought leadership?
Am I mentoring future talent?
Do I contribute to strategic conversations?
4. How do I handle client pushback or ethical grey areas?
🔍 Do I have the integrity, judgment, and resilience needed at Partner level?
Client pressure can be intense—Partners need to hold the line. Consider:
Have I ever had to say “no” to a client?
Do I know how to manage difficult conversations while preserving the relationship?
Am I clear on when to escalate?
5. Am I building successors—or protecting my turf?
🔍 Have I built a team that can step up as I move forward?
Leadership means making yourself less essential to day-to-day delivery. Ask:
Have I developed team members to take over parts of my portfolio?
Do I delegate meaningfully and develop others?
Would my departure create a vacuum—or a promotion opportunity?
6. What do I see on the horizon—and how will I help us prepare?
🔍 Am I thinking like an owner about the future of the firm?
You’ll be expected to contribute beyond your corner of the business. Consider:
What are the biggest threats or opportunities facing the firm?
Where can we differentiate ourselves?
What changes would I champion?
7. Why do I really want to be a Partner?
🔍 Is this about status—or real responsibility?
This is often the final (and most revealing) question. Be honest:
What excites me about the role?
Do I want to lead, shape, and grow—not just earn more?
Am I prepared to take ownership of problems, not just successes?
Final Thought
You don’t need to have all the answers—yet. But you do need to start asking the right questions.
The best candidates show up not just ready to perform, but ready to lead. Your answers will carry more weight when they come from honest self-reflection, a clear vision, and a mindset that already mirrors partnership-level thinking.
