When I first started my career in consulting, I joined one of the most prestigious firms in the world: PricewaterhouseCoopers (PwC). It was the late 1990s, and as a newly minted MBA grad, I couldn’t wait to dive into the world of consulting. Like many others, I believed that working at one of the Big Four was the best way to launch a long-term, successful career.
But just a couple of years later, I walked away.
This blog is about why I left PwC, what I learned during those formative years, and why that experience—both good and bad—shaped my future in consulting and eventually led me to found Third Stage Consulting.
The Dream Job That Wasn’t
Right out of grad school, PwC recruited me to join their consulting team. At the time, it seemed like a dream opportunity. I was eager to get my hands on complex problems, work with global clients, and surround myself with smart, driven professionals.
And in many ways, that’s exactly what I got. The people were brilliant. The clients were massive. And the learning curve was steep—in a good way.
But very quickly, I started to realize that something felt off.
The First Red Flag: When Objectivity Was Just for Show
My very first project was a technology evaluation for a Fortune 500 company. The client paid more than a million dollars for us to help them decide which ERP system would best support their growth.
Sounds straightforward, right?
I thought so too. I was excited to dig into different ERP options, compare SAP to others like Baan or the early Microsoft solutions, and give the client real, objective advice.
But when I asked the team when we’d begin evaluating those options, I got blank stares. It was like I’d asked a question in a different language.
That’s when I learned the uncomfortable truth: we had already decided on SAP before the project even started.
Our job wasn’t to evaluate different solutions—it was to build a case to justify SAP. Why? Because another part of our firm focused on SAP implementations. Our job was to hand off the project to them, ensuring an ongoing stream of work.
To put it plainly, the recommendation wasn’t about what was best for the client. It was about what was best for our internal pipeline.
That didn’t sit right with me.
A Culture of Utilization, Not Value
The next project I was assigned to was that same client’s SAP implementation. Our team grew from 20 to 40 to 50 people. As a junior consultant, I didn’t have a lot of hands-on experience with the software. I was learning on the job—and that job was paid for by the client.
In those early months, I was probably adding 5 to 10 hours of true value per week. But I was expected to bill 50 to 60 hours.
Everyone was. It wasn’t about value—it was about utilization.
And that’s the problem. We weren’t incentivized to help the client succeed. We were incentivized to bill as many hours as possible. Promotions and bonuses were tied to how much you could sell and how many hours you could bill, not the results you delivered.
I started to feel like a fraud. Not because I wasn’t working hard, but because the entire model seemed designed to overpromise and underdeliver.
The Internal Machine
Another big challenge was the internal culture. There’s a lot to be said about working with smart people on high-stakes projects—but the internal politics and bureaucracy made it difficult to feel fulfilled.
The Big Four operate on an “up or out” model. If you’re not moving up, you’re on your way out. And to move up, it’s less about how well you serve clients and more about how much business you bring in or how many junior consultants you manage.
You could do amazing work for a client, but if you weren’t hitting your internal KPIs, it didn’t matter.
The firm was more focused on expanding its footprint at each client site—finding ways to get 10 more consultants on a project—than actually solving problems. I often found myself in meetings where the primary topic was: “How do we sell more work to this client?” And ironically, we billed the client for those internal discussions.
The Things I Did Like
Despite all that, there were things I appreciated about my time at PwC.
First, the learning opportunities were incredible. I was 24 years old, working with Fortune 500 executives, learning how massive organizations operate. That kind of exposure is rare.
Second, the people were incredibly smart. I was surrounded by high performers who pushed me to grow, and I learned a lot from them.
Third, the name on my resume opened doors. Having PwC on my early career track helped me gain credibility in future roles, and eventually with clients of my own.
But in the end, the cons far outweighed the pros for me.
Why I Finally Quit
It didn’t happen overnight. I didn’t wake up one day and say, “I’m done.” It was a gradual realization.
The lack of objectivity, the internal politics, the focus on hours over outcomes—all of it chipped away at my enthusiasm. I started to dread going to work. I wasn’t excited about what I was building because I didn’t believe in it.
I wasn’t cut out for that system. I didn’t want to be a partner someday if it meant compromising on what I believed in.
So, I left.
What Happened Next
After leaving PwC, I joined a much smaller consulting firm—around 150 to 200 consultants at the time. The culture was entirely different. It was leaner, more client-focused, and far less political. We were still working on meaningful projects, but we were actually solving problems.
Eventually, that company was acquired by a larger firm. Even then, I was pleasantly surprised that the culture remained relatively intact.
But another realization was starting to take shape in my mind: I wanted to build something different. Something that wasn’t biased. Something that put the client first.
Starting My Own Firm
In 2005, I launched my first independent consulting firm. We were among the first in the market to offer truly technology-agnostic advice. We didn’t sell software. We didn’t take commissions. We weren’t tied to any vendors.
We were focused on one thing: helping clients make the best decisions for their unique situations.
After 13 years, some changes in ownership led me to leave that company. In 2018, I founded what I call a bigger and better version of that original vision—Third Stage Consulting.
Today, we’re nearly 100 people strong, with offices around the world. We work with some of the biggest organizations on the planet, but we still operate with the same principle that started it all:
Be independent. Be objective. Put the client first.
If You’re Thinking About the Big Four…
I get asked all the time: “Should I work at a Big Four consulting firm?”
My answer is: It depends.
If you’re just starting your career, it can be a great learning experience. The name recognition, the exposure, the fast-paced environment—it all adds up to a solid foundation.
But it’s not for everyone. And it certainly wasn’t for me.
If you start to feel the same ethical friction I did—the internal focus, the lack of transparency, the questionable client value—don’t ignore it.
There are other paths. There are firms out there (like Third Stage) that value integrity, objectivity, and client outcomes. You don’t have to sell out to succeed.
Final Thoughts
Leaving the Big Four was one of the best decisions I’ve ever made. It allowed me to build a career on my terms, work with clients I believe in, and create a company that reflects my values.
And if you’re in a similar position—questioning whether your current environment is truly aligned with your goals—know this:
You don’t have to settle.
There’s more to consulting than politics and billable hours. There’s a better way to serve clients. And there’s a better way to build a career.
Thanks for reading. If you’ve worked at—or considered working at—a Big Four firm, I’d love to hear your experience. What did you learn? What did you love or hate? Drop a comment or send me a message—I read every one.
And if you’re looking for a consulting firm that does things differently, check out Third Stage Consulting. We’re always looking for like-minded professionals who are ready to change the game.
