Pros
I worked with some very sharp people that had great industry experience and understanding of how to deliver great engagements. The variety of engagements across multiple industries gives you experience in a matter of a few years that would take ten years or more in industry. Pay: The firm pays well and exit opportunities to director and executive level roles in industry are available.
Cons
The delivery objectives of various Principals (Partners) and Directors was widely skewed. Engagement Delivery: very inconsistent delivery practices going on between senior leaders, which only became more apparent after acquisition by PwC. Billable Hours: administrative items such as the recording of billable hours was widely skewed. It is unethical for Principals and Directors to direct teams to record 40 hours a week when you are putting in more than 12 hours everyday. Charge the client the proper amount or staff the team appropriately to keep hours capped at 40 per week. Principals and Directors need a course in engagement financial management so that they are not selling projects with no contingency for overruns due to higher levels of effort to deliver. Training: the firm needs to do a better job of coordinating the staffing of engagements with teams that can actually deliver the sold engagement. I can't count the amount of time wasted trying to convince a senior member of the team about why their idea will not work. There are times where a structured problem solving approach that looks great on paper is absolutely the wrong path to go down for that client given their capabilities. Deliver results that are actionable and meaningful for the client , which results in them becoming long term partners with the firm.