Growth & Acquisitions – Career Entry / Intern (m/f/d)

Role Summary

Vogel is growing on three fronts at the same time: new clients, new law firms, new colleagues. All three follow the same mechanics — someone has to find the right people, approach them, and maintain a relationship for months before anything happens. Anyone who only serves one of the fronts will grow lopsided.

Two instruments contribute to all three fronts at the same time: events that bring the right people together and reach that ensures that people know us before we call. Both are part of this role.

Vogel is one of the most successful medium-sized consulting companies in Germany - several thousand medium-sized companies entrust us with their tax, commercial and strategic issues. Established clients, long experience, strong basis for growth. We are building the leading consulting platform for German medium-sized businesses on this: organically, through the acquisition of law firms and by setting up new locations and consulting areas. This only works if the approach is ongoing - the one for clients, the one for owners of law firms that are ready to sell and the one for future colleagues.

You have completed your studies or are about to do so and can get along with people. Not in the sense of small talk, but in the sense of genuine interest in what someone has built and why. You don’t want to be in a sales setup with weekly goals and call scripts where relationship building becomes secondary. Here you get time and technology to set it up that no one has in traditional sales - because neither a medium-sized company, a law firm owner nor a good candidate can be won in four weeks.

The role has two entrances. As an internship lasting three to six months during advanced studies - or directly as a full-time career entry. The structure is the same, the difference lies in the horizon: during the internship you accompany conversations and take on your own approach, while at the start of your career you are responsible for your own segment.

We fill this role several times. The layout is the same for everyone, but the focus is not: those who are strong in their approach cover more office and client routes; Those who like to bring people together take on more events and reach. The distribution is created in the first few months from your strength, not from an organizational chart — and it shifts again as your strength shifts.

You report to Justin and work closely with Corporate Development and the consultants in the specialist departments. The natural progression leads to a manager role in the growth area after 24 to 36 months.

What you delivered after 3 months

• You conduct your own initial interviews with clients and candidates unaccompanied.
• You have set up a complete approach route for a segment - from the selection to the initial approach to the resubmission.
• You are technically competent in the range of services: you recognize which of our topics suits which company.

What you delivered after 5 months

• You have made a measurable contribution to new mandates, the origin of which is clearly traceable.
• Several hires have been made for the candidates you have spoken to.
• You carried out and followed up on your own event format. The contacts from this are tracked and the process is recorded so that someone else can repeat it.

What you delivered after 12 months

• You are responsible for your own segment or region - with your own target list and your own approach logic.
• You are the point of contact for multipliers in your area who call you, not the other way around.
• You have increased the frequency of your focus without decreasing the quality - more events, more webinars, more reach with the same demands.
• You are a candidate for a manager role in business development or talent.

Where the position is developing

The next step is a manager role. This requires an independently developed network and verifiable results, not additional years of professional work. Technical expert careers and management careers are both open - the decision is made the first time you are promoted.

Responsibilities

YOUR RESPONSIBILITY

Law firm approach and buy & build

1. Identify law firms that suit us - according to size, client structure, level of digitization and succession situation - and keep the target company database so that it is always clear who reacted and when and how.
2. Write the initial approach to the owner and explain for each one why this law firm in particular. A generic address to a law firm owner is a wasted opportunity.
3. Accompany the initial discussions with owners, record the results and follow up on follow-up submissions. With us, we buy to keep — the relationship after the deal is more important than the deal.

Client approach and client growth

1. Reach out to medium-sized companies for whom our advice actually makes a difference and explain why for each one.
2. Accompany initial discussions together with our consultants and take on your own parts of them with increasing confidence.
3. Expand our network of multipliers: banks, lawyers, associations, local networks. In medium-sized businesses, mandates arise through recommendations and trust, not through advertising pressure.

Formats, reach and talent

1. Organize the formats in which clients, law firm owners, multipliers and candidates come together - from the conception to guest curation to the on-site process. Roundtables, curated dinners, retreats, selected trade fair appearances.
2. Wear our webinar series: set appointments, recruit consultants as speakers, be responsible for the application, technology and process, provide follow-up - recording, follow-up, contacts in the system. Today it runs every six weeks; the goal is well above that, and you get us there.
3. Build reach so that our approach is not received coldly: outreach campaigns, awareness of our topics, distribution of our content. What you don't do yourself, you buy specifically and manage it.
4. After each event, write down what was worn and what wasn't - process, location criteria, catering, entrance situation.

The second occasion must be better than the first, and the third must not start from scratch.

1. Approach candidates for our open positions, conduct initial interviews and maintain contact with people who are not moving today but will be in a year. A lot of our best hires come from conversations that started months before.
2. Responsible for the follow-up and ensure that every contact ends up cleanly in the system. An event without consistent follow-up is money lost, and that happens more often than anyone admits.

WHAT YOU WON'T FIND WITH US

1. No script mode with weekly key figure printing. Medium-sized clients and law firm owners come through recommendations, building trust and consistent presence - not through a demo funnel.
2. No classic tech sales model in which relationship building becomes a minor matter. Consulting is relationship work, also in business development.
3. No event management job. For us, events are a means of addressing people, not a separate subject. If you want to build formats but don't want to talk to people, you're in the wrong place here.
4. No deal romance. We buy law firms to keep them and make them better. If you're looking for deals with a five-year holding period in mind, you're in the wrong place.
5. No pure recruiting function. Approaching candidates is one of the three growth fronts, not a service department next to it.
6. No relaxed 45-hour week. Events take place in the evenings, and good conversations cannot be squeezed into a time slot.

FAQ

1. WHAT IS BIRD — AND WHERE DO YOU WORK?

Vogel is one of Germany's leading medium-sized business consultancies - a family business since 1959, based in Aalen - and is building the leading consulting platform for medium-sized businesses. We are growing at several locations: in Aalen/East Württemberg as an established headquarters and in Munich as a new hub. In both, we look across functions — from tax advice to consulting to the strategic teams that build the platform.

1. HOW TO UNDERSTAND THE SALARY BANDS?

Deliberately wide - and identified at every point. We differentiate based on track record and market value, not on degree: scarce, highly sought-after profiles at the top end, less scarce ones at the bottom. We calibrate exclusively to the market - two people with similar experience can earn different things with us.

1. HOW MUCH — AND HOW — DOES VOGEL WORK?

It's measured by what you move, not by hours. But it's also honest: If you're looking for 9-to-5, we're not the first place to go. We are looking for people who work intensively on their own initiative because the tasks are worth it. How you distribute your time is largely up to you. What we share: We work together face-to-face - culture, sparring and the best ideas arise in daily proximity. We are not a remote company and do not have major home office policies; Individual remote days are no problem.

1. HOW DOES THE APPLICATION PROCESS?

Slim, fast, transparent — and graded according to profile. For entry-level roles (internship, work study, career entry), two interviews and a short work sample are usually sufficient; experienced roles are a little more detailed. For selected senior roles, we are looking into incorporating a joint working day in the future so that both sides get to know each other better. The following always applies: scheduled deadlines, quick decisions, substantial feedback - regardless of the outcome.

1. HOW DOES VARIABLE PAY WORK?

Linked to performance on a quarterly basis and assessed qualitatively. The scale increases with the level: up to 20% Associate, 27.5% Manager, 35% Senior Manager, 42.5% Director, 50% VP. Expected value with good performance - you meet the requirements, set your own accents, pass the keeper test - is around 50% of the maximum; the maximum bonus is not the norm. The focus is on a holistic assessment by your manager: ownership, quality, learning curve, collaboration, impact.

1. HOW DO I DEVELOP MYSELF - WHAT CAREER PATHS ARE THERE?

Two active paths: Mastery (technical depth, expert career) and Pioneer (leadership, management). You choose the direction after onboarding, usually in years 1-3. Starting a career is not a special path, but rather the early part of the same route - from working student or intern to associate, for the best ones without having to reapply.

1. TEAM, CULTURE, HOLIDAY?

A shared lunch is an open daily option - not an obligation; If you like, you can join us; anyone can eat at any time. Plus dinners, social events and offsites on a regular basis - not as a mandatory program, but because a good team also shares time outside of work. Benefits: thoughtful and substantial, not symbolic. Vacation: 28 days.

1. I KNOW SOMEONE - IS THERE A REFERRAL BONUS?

• Yes — EUR 2,500 for each successfully filled position (no internships).
• A short context is enough: who you are thinking about, for what role, why. Doesn't have to fit perfectly, but has to be substantial.

Requirements

THIS IS WHAT YOU BRING WITH YOU

Experience & track record

• You have completed a degree or are in an advanced bachelor's or master's degree - economics, communication, psychology, humanities or social sciences or something else that you have done well.
• You have already worked with people who owe you nothing: sales, consulting, recruiting, events, your own project, volunteer responsibility.
• You have performed above average in some field and can explain what you did to achieve it.
• Profiles that do not fit into the above grid, but have relationship substance and persistence, are expressly invited - we judge based on the contribution, not the label. The range shown is not a room for negotiation, but rather a profile scale: the lower end represents entry straight after studying, and anyone who already carries out the standard tasks in this area independently starts in the upper third. Anyone who brings a different background starts at a different market price and converges to the role level after twelve months of proven performance - the logic behind this is in our compensation principles https://www.vogel-beratung.com/culture/verg%C3%BCtungsgrunds%C3%A4tze.

Skills & way of working

• You write messages that people respond to. The difference between a generic and a specific initial approach is the whole job.
• You listen and ask the second question. Anyone who prepares the next statement after the first answer will not get very far in medium-sized businesses.
• You read an annual financial statement far enough to see whether a law firm or company is a good fit for us.
• You notice in the room whether an evening is supporting or tipping - and you pull it back before someone else notices. This cannot be determined from a checklist.
• You work with AI as a natural tool - researching companies and candidates, preparing interviews, drafting speeches. Repetitive tasks are an incentive for you to automate, not a fate.
• You work cleanly in the system. A contact without a note is a lost contact.

Mindset & personality

• You keep in touch for months without anything coming out of it straight away. Anyone who only invests when there is an acute prospect of completion will be seen through in medium-sized companies.
• You have respect for entrepreneurship. The owner you are speaking to bears personal risk and has built up substance over decades - his life's work at a law firm.
• You will of course treat confidential matters confidentially.

When you talk about a sale, you learn things that no one else is allowed to know.

• You endure rejections without being impressed by them and learn something concrete from each one.
• You aspire to set the highest standard in everything you deliver — not because someone controls it, but because mediocrity bothers you personally.