Although they like to brand their practice to also include consulting, it's really more like an internal audit firm. Often campus hires are tagged as part of the technology consulting practice, but mostly were staffed on internal audit/SOX projects; mostly because there's not always enough consulting projects to go around.
I'll give them credit for trying to expand their practice by adding true consulting lines of service, however they don't seem to have the background and experience to execute those types of projects. Many times they have a "we'll figure it out when we get there" attitude. People are then thrown into these projects and expected to execute the work with little to no guidance, and when it fails management accepts no responsibility. Essentially there's a mismatch between what they tell clients they can execute, and the needed knowledge and resources' ability to perform these projects.