they knew how to procure so the only way that worked was you had to support them with the business knowledge. At that point the company started thinning out what you would have called line managers who traditionally were engineers. (Remember it is an engineering business). after all the accountants, HR and procurement were running the show. Then of course you reached the point where you were renewing contracts, you no longer knew how much a job cost, how long it would take, how many people were needed so of course your control of your costs went out the window. At that point I was happily made redundant. Oh and Customer Service, well the product is more expensive that it ever has been and the best of luck with the outsourced call centre's if your question is not on one of their automated scripts. management consultancy is overpaid and overcharging. Meanwhile the business experts at Vantis and RSM Tenon are laughable. Another charade of shallow people with fancy speak but nothing else to back it up apart from a fat fees bill. Disgusting swines. That is why they go through a rigorous training regime at the start of their entry into the consultancy. During that time, they may work in teams and interact with clients but generally, they will not be doing any direct consultancy. Only after a few years, once they have picked up the skills that you rightly alluded to, do they then start to consult. In other