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Job outlook for managers/partner in the United States
Manager/partner job growth summary. After extensive research, interviews, and analysis, Zippia's data science team found that:
The projected manager/partner job growth rate is 6% from 2018-2028.
About 189,200 new jobs for managers/partner are projected over the next decade.
Manager/partner salaries have increased 4% for managers/partner in the last 5 years.
There are over 71,668 managers/partner currently employed in the United States.
There are 355,212 active manager/partner job openings in the US.
The average manager/partner salary is $95,382.
Are manager/partner jobs in demand?
Manager/partner job and salary trends over time
Manager/partner jobs over time
Manager/partner job growth rate over time
| Year | # of jobs | % of population |
|---|---|---|
| 2021 | 71,668 | 0.02% |
| 2020 | 56,619 | 0.02% |
| 2019 | 57,831 | 0.02% |
| 2018 | 55,112 | 0.02% |
| 2017 | 53,178 | 0.02% |
Average manager/partner salary over time
Manager/partner salary by year
| Year | Avg. salary | Hourly rate | % Change |
|---|---|---|---|
| 2026 | $95,382 | $45.86 | +2.8% |
| 2025 | $92,740 | $44.59 | --0.1% |
| 2024 | $92,878 | $44.65 | +0.5% |
| 2023 | $92,400 | $44.42 | +1.1% |
| 2022 | $91,388 | $43.94 | +1.6% |
Manager/partner jobs by state
Most common states for managers/partner
| Rank | State | Population | # of jobs | Employment/ 1000ppl |
|---|---|---|---|---|
| 1 | District of Columbia | 693,972 | 648 | 93% |
| 2 | Massachusetts | 6,859,819 | 3,157 | 46% |
| 3 | New Hampshire | 1,342,795 | 611 | 46% |
| 4 | Virginia | 8,470,020 | 3,337 | 39% |
| 5 | Minnesota | 5,576,606 | 2,167 | 39% |
| 6 | Utah | 3,101,833 | 1,211 | 39% |
| 7 | Oregon | 4,142,776 | 1,588 | 38% |
| 8 | Indiana | 6,666,818 | 2,435 | 37% |
| 9 | Rhode Island | 1,059,639 | 389 | 37% |
| 10 | Delaware | 961,939 | 360 | 37% |
| 11 | Illinois | 12,802,023 | 4,566 | 36% |
| 12 | North Carolina | 10,273,419 | 3,654 | 36% |
| 13 | North Dakota | 755,393 | 275 | 36% |
| 14 | Georgia | 10,429,379 | 3,646 | 35% |
| 15 | Missouri | 6,113,532 | 2,156 | 35% |
| 16 | Kansas | 2,913,123 | 1,009 | 35% |
| 17 | Maryland | 6,052,177 | 2,030 | 34% |
| 18 | Colorado | 5,607,154 | 1,924 | 34% |
| 19 | Tennessee | 6,715,984 | 2,187 | 33% |
| 20 | Washington | 7,405,743 | 2,356 | 32% |
Most common cities for managers/partner
| Rank | City | # of jobs | Employment/ 1000ppl | Avg. salary |
|---|---|---|---|---|
| 1 | Mountain View | 7 | 9% | $138,627 |
| 2 | Waltham | 5 | 8% | $96,886 |
| 3 | Cambridge | 4 | 4% | $96,802 |
| 4 | Burbank | 2 | 2% | $123,937 |
| 5 | Atlanta | 7 | 1% | $86,345 |
| 6 | Washington | 7 | 1% | $109,646 |
| 7 | San Francisco | 5 | 1% | $139,092 |
| 8 | Miami | 4 | 1% | $67,071 |
| 9 | Minneapolis | 3 | 1% | $79,950 |
| 10 | Orlando | 3 | 1% | $67,559 |
| 11 | Urban Honolulu | 3 | 1% | $78,190 |
| 12 | Arlington | 2 | 1% | $113,838 |
| 13 | Chicago | 9 | 0% | $92,497 |
| 14 | Los Angeles | 7 | 0% | $123,655 |
| 15 | New York | 6 | 0% | $108,024 |
| 16 | Boston | 3 | 0% | $96,929 |
| 17 | Baltimore | 2 | 0% | $94,629 |
| 18 | Denver | 2 | 0% | $92,647 |
| 19 | Sacramento | 2 | 0% | $136,844 |
| 20 | San Jose | 2 | 0% | $138,201 |
Manager/Partner job outlook: Expert opinions
Our panel of manager/partner experts
University of Alaska Fairbanks
Catawba College
Landmark College
University of West Georgia
The University of West Florida
Christopher Newport University
Indiana University Southeast
Faulkner University
Centenary College of Louisiana
University of Arkansas at Little Rock
Georgia State University
Culver-Stockton College
The American College of Financial Services
Nicholls State University
Cabrini University
University of Minnesota - Twin Cities
Ohio Christian University
North Carolina State University
What will help Managers/Partner increase their earning potential?
Mark Zweig: They like the freedom to come and go. They also hate the fact they can never fully disconnect. Another negative is they tend to get very little positive feedback from their people or the media. Happy customer feedback can be reinforcing, however.
What Manager/Partner skills would you recommend for someone trying to advance their career?
Dr. Kim Roberts: Business professionals lead organizations by focused efforts that revolve around products/services, processes, and people. Business professionals work to ensure the firm's products and/or services meet customer expectations, with an eye toward an ever-changing market. They manage processes that produce or support the firm's products. This requires the ability to analyze data to make informed decisions, to drive continuous improvement, and to solve problems through critical thinking. Successful business professionals must also create climates that promote teamwork and foster collaboration.
What Manager/Partner skills would you recommend for someone trying to advance their career?
Jaunelle Celaire: Never stop learning! This may consist of going back to school, earning new certifications in your field of study, attending conferences and seminars, and making sure that your time management is always at its finest level of excellence.
What will help Managers/Partner increase their earning potential?
Jaunelle Celaire: 2. Leadership - the world needs more of these; the ability to lead, craft and grow. Digital literacy - this world is definitely turning digital and virtual is the new trend. Emotional intelligence - there is a vast number of personalities in our world today; individuals grow and it is our job to stay emotionally connected, so we can operate more effectively.
Dr. Elizabeth Homan Ph.D.
Professors, Department ChairCatawba College
Theatre Arts
What soft skills should all Managers/Partner possess?
Dr. Elizabeth Homan Ph.D.: Networking, networking, networking. And being a nice, friendly, honest human being. Flexibility and a level head in the face of persistent change. Resilience and an ability to work with the conditions in which you find yourself. Working with what you have, not what you wish you had.
What skills stand out on Manager/Partner resumes?
Dr. Jeanette Landin: Skills that stand out on contemporary business manager resumes are soft skills. Business managers indeed need insight and knowledge about the business and hard skills, including financial and other technical skills. What stands out on contemporary, successful business manager resumes are their soft skills. Interpersonal skills are atop the list because business is all about people working with other people to achieve a common goal: The business's mission. The people skills of communication, collaboration, and delegation are a vital part of the manager's ability to influence colleagues, delegate work, and achieve the company's mission.
Thomas Gainey Ph.D.
Chair and ProfessorUniversity of West Georgia
Department of Management in the Richards College of Business
What skills stand out on Manager/Partner resumes?
Thomas Gainey Ph.D.: Given the recent pandemic, many employers are looking for employees who can easily adjust to changing conditions and adapt to working online if necessary. Thus, resumes that demonstrate a candidate is flexible, creative, and self-disciplined are going to be attractive. Additionally, the extent to which a candidate can show excellent time-management skills will likely create more opportunities in the job market.
Eric Bostwick Ph.D.
Professor of AccountingThe University of West Florida
Department of Accounting and Finance
Will there be an enduring impact of the coronavirus pandemic on Managers/Partner?
Eric Bostwick Ph.D.: In a word, yes. The adjustments that both individuals and businesses have made during this time have shifted our expectations for life and work. For a generation of students who were already tech-natives, the shift to more technology-enabled interactions has reinforced the "click-to-do" mentality. And for non-tech-natives, the roll-out of intuitive, easy-to-use apps has overcome much of their resistance to these types of interactions. These shifts have affected everything from business meetings to family reunions and from buying lunch to meeting with your doctor. However, graduates will need to grow beyond being technology consumers. They must be able to effectively use technology to deliver a company's value proposition, especially in service-oriented fields such as accounting, finance, law, medicine, and consulting.
Todd Lee Goen
Instructor & Internship DirectorChristopher Newport University
Department of Communication
What technical skills for a Manager/Partner stand out to employers?
Todd Lee Goen: Technical skills are often industry and/or position specific. Applicants should highlight any technical skills related to the position advertisement and those that add value to the position/organization. Most importantly, requirements for technical skills change with time and technological advances. This means employers value workers capable of adapting to change and continually improving and acquiring new technical skills. Thus, it's usually more important to demonstrate you are capable of learning and developing technical skills than it is to have a specific skill set upon hire (although this is not true for some positions/industries).
That said, technical skills related to online presentations, virtual meetings, virtual networking, remote working and the like are hot commodities right now. While most organizations were in the process of adopting many of these technologies and ways of doing business pre-pandemic, the pandemic accelerated the process. Organizations are making it work, but they often don't know best practices or the most efficient means of working in the largely virtual, pandemic environment. Post-pandemic, many of the remote/virtual changes the pandemic brought will stay in some form. Technical skills that support this type of workplace will make applicants stand out to many employers because they need/want to do virtual/remote business better.
What's a good job out of college for Managers/Partner?
Todd Lee Goen: Pandemic or no pandemic, the best job out of college is one that sets you on the path to achieve your ultimate career goal(s). Reflect on where you want to be in five or ten years or even twenty-five years. Then consider positions that will set you on the path to achieve that goal. Very few people land their dream job upon graduation - dream jobs are typically those we're not qualified to do without some additional work experience and training. A good job is one that will help you achieve your goal(s) - just don't frame it that way in the interview.
Good jobs pay a livable salary for the location, offer benefits (health insurance and retirement at minimum), and provide professional development opportunities (these can take a variety of forms). Too often, college grads overlook professional development. If an employer isn't willing to invest in you, there's no guarantee you will succeed in the job. Good employers understand they need qualified employees who continually develop their skills and abilities, and good employers will make sure employees have the resources they need to succeed.
What Manager/Partner skills would you recommend for someone trying to advance their career?
Dr. Uric Dufrene: First, I would not recommend a gap year. One of the skills that is critically important, regardless of the time period, is adaptability. Learning how to adapt to the circumstances around you is a skill that is valued in the workplace, regardless of the year. This is a key part of problem solving. Solving problems with the conditions and resources on hand will prepare you for a lifelong success in any field. As a graduate develops a reputation for problem solving, they emerge as a "go to" employee and will be seen by others as a leader, in their department or company.
Steve Wages Ph.D.
Director, Cloverdale Center for Youth and FamilyFaulkner University
Cloverdale Center for Youth & Family
What are the biggest trends we'll see in the Manager/Partner job market given the pandemic?
Steve Wages Ph.D.: According to the Bureau of Labor Statistics, the pre-pandemic projections for employment of mental health counselors, including pastoral counselors, for 2019-2020 were very strong with growth being much faster than the average for all occupations. A recent report by the Barna Research Group compared pre-pandemic levels of relational, mental, and emotional health to the results of surveys of relational health, stress, and anxiety associated with the coronavirus, political, and racial tensions.
As expected, relational, emotional, and mental health struggles have been greatly amplified which will only serve to increase the need or demand for the services provided by pastoral counselors. However, it has also been reported that urban churches are experiencing a 15-25% decline in giving with rural churches reporting even greater declines. Consequently, budgets are being streamlined for sustainability which will likely have a negative impact on the hiring of pastoral counselors, at least full-time, in this employment sector. Because the need for pastoral counseling is so great, graduates should think strategically about how they market their services.
For example, my church community cannot afford a full-time pastoral counselor, but is looking to contract with a group in private practice who are serving the needs of multiple congregations. Graduates may need to look at joining such a group of pastoral counselors who provide counseling services on a contract basis. Further, I believe the economic stimulus may create additional jobs in other employment sectors for pastoral counselors.
Dr. Barbara Davis
William J. Atkins DeanCentenary College of Louisiana
Frost School of Business
What experience really stands out on Manager/Partner resumes?
Dr. Barbara Davis: Graduates participating in internships related to their areas of interest. Internships spanning more than one semester at the same firm stand out as well.
What skills stand out on Manager/Partner resumes?
Dr. Timothy Edwards: Writing and research skills. Analytical and critical thinking skills. Technical skills such as web design, graphic design, audio and video production skills. Employers are interested in potential employees knowledge, intelligence and skills.
Jason Aldrich
Assistant Dean, Strategic Partnerships and Career AdvancementGeorgia State University
J. Mack Robinson College of Business
What Manager/Partner skills would you recommend for someone trying to advance their career?
Jason Aldrich: JA – Research indicates the majority of employers are seeking evidence of a candidate’s ability to think critically, solve problems and to work in a team, with the key word being “evidence”. In addition, more than half of employers evaluate resumes and cover letters for excellent written communication skills. Looking out over the next 3-5 years, students should be focused on developing the NACE career readiness competencies that employers deem most important for college students to develop including: communication, critical thinking, and teamwork.
What will help Managers/Partner increase their earning potential?
Jason Aldrich: JA – The key to maximizing your salary potential is to make the most of your college experience by earning outstanding grades, building the communication and teamwork skills necessary to solve complex problems, and engaging in experiential learning, co-curricular activities, and internships. This approach will help you demonstrate to potential employers that you have the skills and are ready to hit the ground running to address the challenges they face. In addition, it’s important to also assess each market sector you are considering in terms of compensation standards, opportunities for growth, and most highly prioritized skills. For example, your research might reveal that you have everything a potential employer would be willing to pay a highly competitive salary for except experience in financial modeling or programming in Python. If this is the case, you can quickly take a course or enroll in a BootCamp to learn a particular skill. This approach also sets you up for success after you start working. For example, today’s hot topic is how firms can apply generative AI to their business model for better outcomes. Becoming knowledgeable in the concepts of generative AI and contributing to the conversation will set you apart from your colleagues. As a general rule, you should continuously seek new opportunities to learn and upskill while you’re employed.
Robin Jarvis
Director of Career and Internship ServicesCulver-Stockton College
Business Department
What are the biggest trends we'll see in the Manager/Partner job market given the pandemic?
Robin Jarvis: We are already starting to see shifts in the way employers do business. Students should expect to conduct interviews, at least preliminary ones, through virtual platforms such as Zoom or Google Meet. Students also will want to be sure they have adequate internet service and computer equipment to do a virtual interview. In addition to attention to one's own appearance, interviewees also must be concerned about the appearance of their environment. Students should pay attention to what their backgrounds look like. Find a quiet space, away from noisy pets or family members, and be sure their faces are well lit, eliminating shadows. Many employers also are shifting to permanent work-from-home models. This is ideal for motivated self-starters who need little guidance in their day-to-day activities, but it may be more of a challenge for students who need mentorship or thrive in team-based work environments.
What Manager/Partner skills would you recommend for someone trying to advance their career?
Robin Jarvis: Certain soft skills always are in demand from employers. Creativity in problem-solving is frequently at the top of the list. Collaboration and effectiveness in a team setting, also are important to the business. Along with this goes communication. Employers seek applicants who have emotional intelligence with the ability to manage and express their emotions. Adaptability is high on the list, and we all learned a great deal about adaptability this year. I've received a lot of feedback from employers looking for technical skills, Excel in particular. Students seeking to improve in any of these areas should actively engage in the learning opportunities offered in their classroom environments. LinkedIn offers certificate classes in many of these subjects. And, as with any skill, one has to practice, practice, practice to gain and maintain proficiency.
What general advice would you give to a Manager/Partner?
Robin Jarvis: Be flexible. Employment trends were shifting and changing, before the pandemic hit, and we can expect more change in the days ahead. Opportunities are still out there, and we will recover from these challenges. I anticipate growth after stabilization and the creation of jobs that don't exist today. Be willing to take the skills you learned in college and apply them to a wide array of opportunities. Explore careers outside your area of study, and never stop learning. Most important - network, network, network!
Mark J. McLennon
Assistant Professor of Business PlanningThe American College of Financial Services
What type of skills will young Managers/Partner need?
Mark J. McLennon: As with any career, I think new graduates need to be flexible and have a real desire to continue to learn. Underwriting, in particular, is something where a lot of the knowledge and wisdom comes from hands-on experience. Graduates need to be open to that. Of course, being comfortable with technology and being a good communicator are traits needed to survive and thrive in any position these days, and this would be no exception. The technology side is necessary to come to the right conclusion, and the communication side is needed to maintain good relationships (with advisors) when that underwriting conclusion is not what was desired or expected. With advances in technology (big data, gene mapping, etc.), many may say that the "medical" side of underwriting may be less dependent on the skills of the underwriter; whether that is true or not, there are other aspects to making proper underwriting decisions beyond that.
How do you envision technology impacting Managers/Partner in the next 5 years?
Mark J. McLennon: Most may focus on the medical side of underwriting, in response to this question. I have neither the deep background nor sufficient grey matter to provide any wisdom beyond what is out there, and there is a lot. Advances in medical technology, including "predictive" capabilities, obviously have a direct impact on underwriting. Who knows what that will look like in 5 years, but it is likely to create some form of leveling of the playing field, depending on the outcomes of inevitable moral discussions. But there are other sides, which include financial underwriting, estate planning, insurable interest in business cases, etc., where underwriters need to use their judgment fueled by knowledge. Technology can obviously play a big role there so far as delivering training, just-in-time technical resources, etc. Underwriters in 5 years and beyond, need to be on the cutting edge of understanding business, and estate planning, financial statements, as well as the medical issues, and training and research methodologies will continue to advance. That should be just as exciting to watch as the medical "advances.
Laura Lott Valenti
Assistant Professor of Marketing John C. Daigle Endowed ProfessorNicholls State University
Department of Management and Marketing
What technology do you think will become more important and prevalent for Managers/Partner in the next 3-5 years?
Laura Lott Valenti: I foresee technology that enhances communication and training as a central focus in the next 3-5 years. With the move to so many people and organizations being online, enhanced communications and training online are needed to maintain efficiency while also advancing technology in these areas.
Erin McLaughlin Ph.D.
ProfessorCabrini University
What type of skills will young Managers/Partner need?
Erin McLaughlin Ph.D.: The best advice I could give a recent graduate is to maintain networking initiatives as they move through their career. It is essential to join professional organizations as these organizations will allow you to stay active in your field but will also give you the opportunity to interact with individuals that are at all levels of their careers.
What are the biggest trends we'll see in the Manager/Partner job market given the pandemic?
Susan Meyer-Goldstein: While the pandemic remains disruptive and dangerous for workers and the broader public, there are both "typical" business activities in many sectors and "atypical" activities in others. For those hoping to get their foot in the door with a new employer, there are industries where demand is robust - some health care industries, some food industries, logistics, certain types of retail (online, for example). Some industries, such as travel, are on hold now but will begin to recover as pent-up demand returns. Many professional services - accounting, consulting - and many tech-based industries continue to see strong demand, which means that those job markets are likely to be healthy.
What technology do you think will become more important and prevalent for Managers/Partner in the next 3-5 years?
Susan Meyer-Goldstein: Well, all of them?
In addition to pre-pandemic tech development, many organizations are transitioning into new technologies, including more extensive use of some and experimentation with others. Recall that, while Zoom existed a year ago, most organizations barely used it. Now, it is ubiquitous, along with similar communication tools. The health care industry will likely be significantly transformed by technology over the next few years - not just telemedicine, but home-based medical treatments, artificial intelligence creeping into many processes, and enhanced use of information to drive activities across the industry - from tech development to insurance, pharm, elder care, etc. Many other industries will experience similar.
Will there be an increase or decrease in demand for Managers/Partner in the next 5 years?
Susan Meyer-Goldstein: There is an exciting combination of factors coinciding shortly. On the declining side, some workers will be replaced by automation. But also declining is the number of kids coming out of high school and into college. But on the upside, the demand for many skills and positions that cannot be automated will be as strong as ever. That means those fewer numbers entering the job market will have opportunities, as long as they "build skills" and prepare for today's jobs.
What type of skills will young Managers/Partner need?
Dr. Jon Tomlinson Ph.D.: Introductory management textbooks often cite CEOs' skills that include the core components of most undergraduate business programs. These skills would consist of oral and written communication, creative thinking, time management, technological skills, and most certainly understanding of the functional areas of marketing for a marketing student. You also can't discount integrity and honesty.
Are there any particularly good places in the United States for Managers/Partner to find work opportunities?
Dr. Jon Tomlinson Ph.D.: This question can be answered in 2 ways. In general, those in the marketing field would most likely be employed by larger firms, and larger firm headquarters are more likely to be found in larger cities across the U.S. As we have certainly seen with the COVID situation, many employers are providing remote work opportunities, which can be easily accomplished by those in the marketing field.
How do you envision technology impacting Managers/Partner in the next 5 years?
Dr. Jon Tomlinson Ph.D.: Dramatically. Everything in the field of marketing is going digital. All you have to think about is the number of traditional newspapers and magazines that have stopped production in recent years. At least right now, the Internet, social media, and streaming services seem to be the future. But, as fast as technology moves, there is liable to be a 'new' field just around the corner that could make these extinct.
Lewis Sheats
Assistant Vice Provost for Entrepreneurship and Executive Director of Entrepreneurship ClinicNorth Carolina State University
Management, Innovation & Entrepreneurship Department
What type of skills will young Managers/Partner need?
Lewis Sheats: More than ever, students are going to need critical & entrepreneurial thinking skills and be good communicators. For clarity, we define entrepreneurial thinking as the ability to identify opportunities, build teams or solutions to address these opportunities, and the ability to articulate this to the correct stakeholders.
How do you envision technology impacting Managers/Partner in the next 5 years?
Lewis Sheats: Technology is embedded in every aspect of our lives; this can lead to great positives and negatives. From a positive perspective, technology can lead to a greater reach for a recent graduate and increased efficiencies in accomplishing defined goals. This reliance on technology also leads to negatives, for example, the inability to disconnect and driving personal growth outside of the job.