The downside of the local model of consulting means that most of the projects are staff augmentation and really have nothing to do with consulting. The Managing Directors seem to be aloof, at best, about the prospects of moving into true strategy consulting and I have found that overall the leaders in the practice groups are not terribly interested in finding a project that fits personal and career development goals.
Slalom also is incredibly disorganized with a complete aversion to anything that might be classified as "Big Four." Proposals and bus dev work are ad-hoc and not well executed, and it's difficult to understand the long-term plan when it seems like every consultant is just scrambling for the next project.