One-on-One with Slalom Consulting's John Tobin

After spending years as a consultant for a Big Four firm and as an executive for a large telecommunications company, where he served as the buyer of numerous consulting projects, John Tobin grew frustrated with the traditional consulting model. In 2001, he founded Slalom Consulting, an experienced-heavy alternative to the big IT consultancies. Having recently celebrated its 10th anniversary, Consulting's One-on-One checked in on the firm's progress.

Consulting: How's business?

Tobin: In 2010, we reached $209 million in revenue, just over a 45 percent increase from the $143 million we generated in 2009. In 2011, we're projecting at least 40 percent growth. Our headcount now exceeds 1,000 consultants. Individual offices are really taking off. In 2010, our San Francisco office nearly doubled its headcount to 140 professionals and grew the number of core accounts from five or six to 18.

Consulting: What do you think accounts for your success?

Tobin: Clients are really responding to the differentiation of our model. First, they appreciate our focus on local markets. We work hard to build a sense of intimacy among our consultants, our clients and our communities. By focusing only on clients near one of our offices, our consultants don't have to worry about traveling. This is not only great for enabling our staff to achieve work/life balance, but it also helps them dedicate themselves to our clients' needs. And our clients, many of whom are former consultants, get the value of having someone available five days a week. Second, we're targeting an underserved portion of the market—the upper middle market, Fortune 1000 companies generating $1 billion to $4 billion.