Newton isn’t like other consultancies or employers. Our business model is purposefully disruptive. Our culture is vibrant, energetic and individual. We hire extraordinary people and give them levels of responsibility to match. Our philosophy is simple: if you don’t limit yourself, we won’t limit you.
RANKED
34TH
The Times Graduate Employer Top 100
Our selection process will provide you with useful development feedback at every stage. Here’s what the process will look like.
First of all, say hello to some of the team at a venue near your campus, and see if we’re the kind of firm you’d like to be part of.
Alternatively, use the link below to register to recieve more information about roles at Newton and where you can meet us.
Get to know our business, then fill in an application assessment online or at one of our events.
If you apply online, you’ll be asked to fill out our very quick online form. If you’re successful, we will then ask you to take online numerical reasoning and data interpretation tests.
If you attend one of our on-campus testing sessions, you’ll complete the tests on paper and we’ll upload your responses onto our applicant tracking system, where you can login to complete your application. We find that these tests are a helpful and fair indicator of whether you’d be successful here and whether Newton is right for you too.
Next, we’ll want to hear a bit more about you through an online video interview.
How can I prepare for the video interview?
Take 5 – 10 minutes to reflect on your qualities, achievements and the challenges you’ve faced to date. Also, make sure you do your research on Newton. There’s no need to over-prepare – please just be yourself. You’ll have the opportunity to do a practice question as many times as you want to get comfortable in front of the camera.
This is a whole day of exercises – including an interview. It’s a great chance for us to get to know you, and how you think.
How can I prepare for the selection day?
Familiarise yourself with Newton, above all – who we are and what we look for. We’ll give you some case studies to answer on the day, but there’s no need to prepare for these – we give you all the relevant material on the day.
This is your chance to grill us, meet the team and make sure Newton is the right choice for you before the final interviews.
We’ll ask questions about your experience and discuss why you want to join.
Sorry, we have no upcoming events at *insert uni name.* at the moment.
Please use the link below and register to recieve information about roles at Newton and where you can meet us.
Our IT graduate scheme covers all the areas of technology which help Newton operate. Across the 18 month programme you’ll cover areas such as software development, networking, cybersecurity, project management and support. You’ll also spend time with our Digital Solutions team to understand how technology helps them deliver client facing projects. Longer term, you’ll gravitate towards a role in a specific area. The continued growth of this team means prospects for career and personal development in this role are exceptional.
Our Digital Solutions Consultants work alongside the Operations Consultants on client sites, understanding every detail of how their business operates and uses technology. You will be working together with our clients to help them generate and understand large data sets. Through manipulation and analysis of this data, you will provide new insight into their biggest problems whilst designing and implementing appropriate solutions. These problems will be technically complex, but you’ll have the support and training needed to help you overcome any challenge. In doing so, you will be at the forefront of the data revolution, leading both Newton and our clients through it.
Our Operations Consultants work alongside a variety of clients to design and implement programmes that deliver real, sustainable change. You’ll be working on site, from the shop floor to the boardroom and everywhere in between. Every mission and every client is different, but our model of work doesn’t change. On a day to day basis, you’ll be working with our clients to identify opportunities for operational improvement and then plan and implement the changes that need to happen to solve the problem. You’ll also contribute to internal training, capability development and improvement projects and manage and/or support clients and peers. Operations Consultants gain responsibility early and progress quickly
Due to continued growth of our Head Office, we’re looking for several bright and capable graduates to join our Head Office team, in permanent, full-time roles based in our Head Office in Kingston Bagpuize, Oxfordshire. We offer you a programme consisting of a series of 4-6 month placements in different functions (Finance, Marketing, HR, Operations and more) plus significant development, giving you the opportunity to add value and learn skills and functional expertise, plus a wide range of commercial experience in an entrepreneurial growing business. We want to put you on a path to become a future leader of one of our support functions and expect people to graduate off the program after 2 years to join one of these functions.
This is bravery, to the nth degree
There’s always a moment – at least one – where you ask yourself the question, ‘why on Earth did Newton choose me to do this?’ Sometimes you ask yourself in awe; sometimes in confusion. That’s understandable. You will be transforming entire businesses or even communities. You will be working hard to influence people at the very highest level of many different companies. It will not always be easy. But for the right person, that’s exhilarating.
Pick the answer that most matches your style.
"We all have a comfort zone. Newton is always making you push up against it and make it that little bit wider. That’s something you need to do. After all, very often the first time that we are doing something is the first time that we have ever achieved something. That’s the nature of our work. But it means I have already done three times more than I thought I could do."
"I was assigned this social care project, and my brief was simply: we need more housing for people – can you sort that? It felt like the impossible. But it really felt like this was my project, my responsibility, so I worked really hard with my team to get the results we needed"
"Being a Newton consultant is not about being a cold, third party observer. It’s about really getting in there – deeper than you might think. Last year, for example, we had a couple of people stacking shelves at a supermarket to prove a point about how it could work. We like to get our hands dirty."
"I’ve worked on social care schemes in Kent, on warships in Plymouth, in submarines and in grocery stores, with traffic light companies in South Wales and construction workers in the Midlands. If you got bored here you would be a very strange person indeed!"
This is belonging, to the nth degree
Culture doesn’t equal conformity. We’re happy to be home to a number of entirely different people, with different hobbies, preferences, backgrounds and personalities. While there’s no set formula for whether you’d fit in, the questions below may give you an indication.
We’re a very sociable group at Newton, and we do take an interest in each other’s personalities, hobbies and work. We’re home to extroverts and introverts alike; there’s something for everyone.
Excellent – us too. There’s a sense of fellowship that runs through Newton – and that’s largely because everyone here has an interest in others.
We’re home to introverts and extroverts here. But one thing that does unite us is an interest in others; when we share thoughts and ideas with each other, we become stronger as a group.
Support comes in different forms. For us, it’s not just about chipping in when someone is struggling; it’s also about challenging them to do better, and giving them the space and encouragement to learn.
We’re supportive of our colleagues at Newton. We like to offer different perspectives on problems and challenge each other to do better. Like you, we always have each others’ backs.
True. We learn by doing here, and we like to give people the space to work things out. At the same time, we always have each others’ backs, and we know when to step in and offer support.
That’s just what we like to hear. Everyone is encouraged to offer each other constructive comments, praise and ways to improve at Newton.
While there will be several formal sessions in which you’ll receive feedback on your progress, expect a lot of other guidance along the way. Everyone is encouraged to offer each other constructive comments, praise and ways to improve here.
We admire your determination. That said, you can’t avoid feedback at Newton: everyone is encouraged to offer each other constructive comments, praise and ways to improve.
There’s a lot to get stuck into at Newton, and we encourage everybody to get involved where and when they want to. Just take care not to spread yourself thin.
Broad interests keep your mind open, as well as occupied. We’ll encourage you to explore where your interests lie – and also to specialise in areas where we think you’re strong.
Keeping inside your comfort zone won’t get you far in your career. There’s a lot to explore here; we encourage you to go out and involve yourself in a variety of different activities and projects.
We develop more than just your skills
Belief isn’t just about confidence – because let’s face it, you’ll never know everything and so you’ll never feel comfortable with everything. Butterflies are normal. Newton teaches you how to turn your under-confidence around; to identify what you’re not confident about, work with it and actually enjoy that feeling of being stretched.
Steady on! It’s true we hire exceptional talent – but there is such a thing as too much confidence. If you’re too sure of yourself, you start to overlook areas you can improve and run the risk of ignoring other people’s ideas – both of which are key to being a Newton consultant.
Believing in your own ability to tackle new, unfamiliar problems is certainly a good trait to have. Just don’t let it go too far: when we say demand better, that means we always look for ways we can improve ourselves.
That’s a decent base level to start from. However, don’t settle for competence – chances are, you’re capable of more than you think. Our assessment process is excellent at uncovering talent you might not even know you have.
An honest answer – but actually, not an uncommon one. Would it surprise you to learn that most of our people would identify themselves as ‘underconfident overachievers’? The key to success here isn’t supreme confidence, or knowing everything – it’s a hunger for learning and a determination to improve.
Modesty isn’t a bad thing to have – just don’t overdo it. If you’re considering applying, it’s likely that your personality, skills and intellectual agility have already got you far. Luck has nothing to do with it.
From board level to the coal face
You’ll find yourself in front of figures from healthcare, defence, local government, manufacturing and many other sectors. They’ll be listening intently – and critically – to what you have to say. The words you choose have the potential to save millions of pounds, improve people’s lives, create jobs and change industries. That’s what we mean by influence.
You’re assigned to help improve the efficiency of a retail giant’s national operations. Whose trust should you concentrate on gaining first?
Ok, we started with a trick question. The reality of the role is that in order for any solution to be a success you will need to influence people at the top and, just as importantly, people at the shop floor. At Newton, we’re not ones for hiding behind reports; we get stuck in and get our hands dirty.
“My part of the project was actually looking at tins of beans – finding ways to improve efficiency in how the stock was transported and stored. So we spoke to the people who dealt with the stock; we asked them, ‘What is broken in your department?’ We listed all of their ideas, investigated each, ran studies and came up with a new strategy. To get buy in at a senior level, we proposed a trial: we would start with one store, then four stores, then 12 stores, check that it all works and then – we roll it out everywhere. When suddenly you get to the point where it’s time to roll out your strategy into 500 stores – and you’re standing there in front of the ops board of this huge company, it’s an amazing feeling. It’s a big thing to do.”
Sarah Garner, Consultant
Ok, we started with a trick question. The reality of the role is that in order for any solution to be a success you will need to influence people at the top and, just as importantly, people at the shop floor. At Newton, we’re not ones for hiding behind reports; we get stuck in and get our hands dirty.
“My part of the project was actually looking at tins of beans – finding ways to improve efficiency in how the stock was transported and stored. So we spoke to the people who dealt with the stock; we asked them, ‘What is broken in your department?’ We listed all of their ideas, investigated each, ran studies and came up with a new strategy. To get buy in at a senior level, we proposed a trial: we would start with one store, then four stores, then 12 stores, check that it all works and then – we roll it out everywhere. When suddenly you get to the point where it’s time to roll out your strategy into 500 stores – and you’re standing there in front of the ops board of this huge company, it’s an amazing feeling. It’s a big thing to do.”
Sarah Garner, Consultant
Ok, we started with a trick question. The reality of the role is that in order for any solution to be a success you will need to influence people at the top and, just as importantly, people at the shop floor. At Newton, we’re not ones for hiding behind reports; we get stuck in and get our hands dirty.
“My part of the project was actually looking at tins of beans – finding ways to improve efficiency in how the stock was transported and stored. So we spoke to the people who dealt with the stock; we asked them, ‘What is broken in your department?’ We listed all of their ideas, investigated each, ran studies and came up with a new strategy. To get buy in at a senior level, we proposed a trial: we would start with one store, then four stores, then 12 stores, check that it all works and then – we roll it out everywhere. When suddenly you get to the point where it’s time to roll out your strategy into 500 stores – and you’re standing there in front of the ops board of this huge company, it’s an amazing feeling. It’s a big thing to do.”
Sarah Garner, Consultant
You’re working on a project in an area you know nothing about: ceramics. The technical director of a large pottery firm has asked you to find a way to increase their sales significantly. What’s your approach?
“Playing to your strengths is a good strategy; but you have to be humble enough to recognise and admit to what you don’t know, as well as utilise what you do.
The technical director of a huge pottery firm came to us to help improve his sales. He’d tried nearly everything, and told us there was no way that we could speed it up. So, I asked him for something to read up on about it, and I spent the next 24 hours researching ceramics. I went back to him the next day and had the chance to speak to him, and it became clear that we shared a similar background. So I asked him if there was any way that we could run a trial, and he agreed. The trial lasted only for six weeks, but we saw an increase of 20% output, with profitability going up by 40%. Within that, they even had a record fortnight for sales.”
Greg Chambers, Lead Consultant
“Rapport does go a long way in helping build trust. After all, in order to persuade someone, it’s important to know how they tick. However, it’s not the only thing you should concentrate on.
The technical director of a huge pottery firm came to us to help improve his sales. He’d tried nearly everything, and told us there was no way that we could speed it up. So, I asked him for something to read up on about it, and I spent the next 24 hours researching ceramics. I went back to him the next day and had the chance to speak to him, and it became clear that we shared a similar background. So I asked him if there was any way that we could run a trial, and he agreed. The trial lasted only for six weeks, but we saw an increase of 20% output, with profitability going up by 40%. Within that, they even had a record fortnight for sales.”
Greg Chambers, Lead Consultant
“Good idea. While a consultant’s best tool is often their fresh perspective, we also need to understand our client’s business in order to change it. It’s not the only thing you’ll need to do to influence change, however.
The technical director of a huge pottery firm came to us to help improve his sales. He’d tried nearly everything, and told us there was no way that we could speed it up. So, I asked him for something to read up on about it, and I spent the next 24 hours researching ceramics. I went back to him the next day and had the chance to speak to him, and it became clear that we shared a similar background. So I asked him if there was any way that we could run a trial, and he agreed. The trial lasted only for six weeks, but we saw an increase of 20% output, with profitability going up by 40%. Within that, they even had a record fortnight for sales.”
Greg Chambers, Lead Consultant
You’re working in social care. People’s wellbeing depends on the solution you create, and the buy-in you gain. Suddenly, someone new takes over the project on the client side – and they’re wary of you. How do you react?
A good tactic – as long as it’s not relentless of course. Make sure you offer the new client helpful information in return, not just a stream of questions.
“We did some work in Lancashire in children’s services where a new director came in mid-way through our project – which can be difficult because they haven’t been on that journey and can shut the work down. The new director was skeptical about using a consultancy; but at the same time she knew she was coming into a job with huge challenges that we understood well.
The thing that changed her mind was the way in which we worked out a vision for her. We listened to her worries, and what we knew that we could help her with. She’s now one of our biggest advocates – she’s even spoken with us at conferences about the merits of how we worked.”
Emily Roche, Senior Business Manager
The most important person in the room is the client – that’s why we don’t hire people with big egos. If you do choose to draw on past successes, make sure they’re relevant to the project at hand.
“We did some work in Lancashire in children’s services where a new director came in mid-way through our project – which can be difficult because they haven’t been on that journey and can shut the work down. The new director was skeptical about using a consultancy; but at the same time she knew she was coming into a job with huge challenges that we understood well.
The thing that changed her mind was the way in which we worked out a vision for her. We listened to her worries, and what we knew that we could help her with. She’s now one of our biggest advocates – she’s even spoken with us at conferences about the merits of how we worked.”
Emily Roche, Senior Business Manager
Listening is absolutely key to a good client relationship, particularly when someone new is joining. You need to know how their preferences, concerns and style differ.
“We did some work in Lancashire in children’s services where a new director came in mid-way through our project – which can be difficult because they haven’t been on that journey and can shut the work down. The new director was skeptical about using a consultancy; but at the same time she knew she was coming into a job with huge challenges that we understood well.
The thing that changed her mind was the way in which we worked out a vision for her. We listened to her worries, and what we knew that we could help her with. She’s now one of our biggest advocates – she’s even spoken with us at conferences about the merits of how we worked.”
Emily Roche, Senior Business Manager
Never underestimate the value of good fun
We make sure we all get together as often as possible, to meet new people, get to know each other and have a good time. There are fortnightly company-wide catch-ups, quarterly weekends away and Christmas and summer parties. You could find yourself go-karting, playing volleyball, hiking or just enjoying a nice dinner. There’s always something going on.
Crazy golf
Go karting
Golf/driving range night
Bowling
Surfing
Jazz club
Trip to Glastonbury Festival
Waltz Lessons
Scottish Dancing
Silent disco
Speed mentoring
Motivational speakers
Wellness night
Punting on the river
CSR night" "Speed mentoring
Motivational speakers
Wellness night
Punting on the river
CSR night
Scalextric racing
Roller skating
Laser Quest
Casino night
Airsofting
Cocktail night
Cooking by the river
Oktoberfest
BBQ at the Avon Gorge
Hog roast
Scavenger hunt
Orienteering
White water rafting
Bushcraft
Mountaineering
Boat Cruise Party on the Thames
BBQ, bonfire + sports
Mini May-ball
Pub quiz
Ibizan boat party
American rodeo and hoedown
Hawaiian night
Swedish themed night
Newton's Got Talent
Seasonal parties
This is grit, to the nth degree
At Newton, we demand better. Always. No matter how successful the organisation we’re working with is, we believe there are areas to improve. That sets the bar high for each of us – and it means that ready-made solutions simply won’t cut it. As a consultant, you’ll work hard to understand our clients’ organisations, from the C-suite to the shop floor. You’ll ask tough questions, and never settle for easy answers. You’ll get under the skin of the organisation – and get them on side.
That requires a bit of nerve. It means you have to be attentive to what’s going on in the organisation around you. You have to be able to spot an opportunity, grab hold of it and not let it go. You have to be resilient and adaptable. You have to trust the people around you – not just your colleagues from Newton, but the ones who are your clients. Above everything, you have to keep sight of the bigger picture.
You’re sitting down in a large, airless meeting room. Across the table is an imposing CEO of a large company, arms crossed, frown cemented on his forehead.
His job, and his whole company, relies on the solution you are about to present. But he’s sceptical. Very sceptical.
You have some strong figures to back up your presentation – and some uncomfortable truths that need telling. Everything is set up to go well. You deliver the presentation.
It falls flat. The CEO is defensive, unconvinced and unmoved by the strong logic you’ve put in front of him
How would you react to that?
Pick the answer that's most suitable.
Interesting approach. While it’s always good to listen, test approaches and gain an insight into how your client is thinking, getting someone else to suggest their solution might undermine your own – unless of course you then engage with their ideas and help build on them.
It’s true: sometimes, people react differently when they’ve had a chance to think things through. Also, calmness pays off. But be careful not to become a broken record: it may be that the CEO fully understands, but there’s something you’ve missed. As consultants, we must always try to remain open-minded. And we must adapt our approach to suit the reaction.
Everybody has their own style, and their own way of convincing others. We recognise that at Newton, and we encourage every one of our consultants to be completely individual. So, there may be value in bringing in another voice. That said, you should also trust your intelligence and the hard work that’s got you here.
Ask one of our Consultants a question regarding a role here at Newton.
