Pros
When engaging with a new client for consulting, the organization matches the consultant to the proposed Scope of Work. The organization recognizes it's consultants for their experience and depth of knowledge in the industry - and proudly introduces you to the new client Executive Sponsor. Once affiliated with the client, the lead consultant is trusted to lead and given the authority to discover, present findings and recommendations. You're supported when requesting additional team members to join you. You're listened to when you've identified barriers to success at the client and request intervention on your behalf. This is a very collaborative environment. Other consultants in the organization willingly share their knowledge and resources, when requested. If consultants are between clients, our leaders notify the group so that we may ask them to support us through completing a short term project, research, developing a slide deck, proofing a presentation, etc. Division leaders are extremely approachable, available, knowledgeable, collaborative, open, honest, friendly, and strong.
Cons
Job titles seem arbitrary. No orientation to consulting for those who've never been in that role. The "on the job" learning for them is then a burden on the Lead Consultant at the client. If, as a consultant, you're also asked to sit in an Interim seat at the client, they often look to you to fully act in that role and participate in the staff annual performance reviews and salary changes for the entire department/team, PIP developments, interviewing candidates for open positions, employee engagement survey result remediation activities, etc. This not only adds a challenge to achieving your deliverables on time, but also blurs (for the client) who you are and why you're there.