Pros

Collegial atmosphere working with very talented people. Good place to learn basic consulting skills. Good internal courses and emphasis on training. At least in the US you have a chance to work on a broad range of assignments and less likely to get pigeonholed in one area. Relatively flat hierarchy -- easy access to partners, short promotion paths. People tend not to "wear their stripes" so you can take on the responsibility and role that you want. People on a client team tend to work as peers regardless of their rank. Employees are encouraged to stretch themselves. Very diverse demographics.

Cons

As a UK based company it has poor name recognition in the US. Too much of the internal materials and corporatae initiatives seem to be based on the work in 123(the UK headquarters) where most people work in London, don't have to travel, etc. In the US, you often have to work away from home 4-5 days a week.

Employees are expected to put in a lot of extra work beyond client work, further impacting work/life balance. Even if you are working 40 hrs on an assignment you need to contribute to sales, write thought leadership, participate in prospecting efforts, etc.

Utilization and sales are key to bonuses and promotions. At the lower ranks, utilization may be out of their hands since the Managing Consultants and above generally determine who gets staffed on jobs. Your reputation is key. You have to build an internal network so people know who you are and will want you on their jobs. Beyond the consultant level sales ability becomes a more critical aspect of the job. Principal Consultants are encouraged to work for "virtual sales credits" to prove their sales ability but get nothing for it. The Managing Consultants and above share in the profits from a job through a complex allocation of sales credits.

There is no technical or operating career paths so to get to management you must demonstrate sales ability to advance. This tends to mean that managers are good at BS and presentations but aren't necessarily good administrators or personnel managers. Surprisingly, most of the managers are good at operating assignments and tend to be good in one or more technical area.

Seems to be a high rate of turnover and churn - many people don't last 3 years.

Advice to Senior Management

Create more non-sales career paths for technical gurus. Allow more specialization among the staff.
Create more US centric marketing tools - e.g. a US company web site, more US references and marketing collateral
Spread sales credits further down the food chain. It's hard for the consulting ranks to get enthusiastic about generating sales when all the benefits go to the management consultants and above.
Be more selective in hiring to expand in the US - not all new employees are up to prior PA standards.