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Once again, it’s time for Consulting magazine’s annual celebration of the year’s Top 25 Consultants. With more nominations representing more firms than ever before, this year’s list truly represents the best the profession has to offer. The 23 firms on this year’s list are the most ever, and like the industry itself, there’s no easy way to define the Top 25. They come from the biggest and the smallest firms, and represent a multitude of backgrounds, disciplines, practice areas and specialties. They are CEOs, COOs, principals, partners and, in a sure sign of the times, our first ever global coordinator for sustainability. The list also includes the recently named CEO of a brand new consulting firm with revenue topping $1 billion. His story begins here.
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Robert Suh - Accenture
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 The knock against Accenture is the same one consulting rivals have thumped out for more than half a decade.
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Sylvester Schieber - Watson Wyatt Worldwide
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 At a time when “thought leadership” flows trippingly off too many tongues too quickly in the consulting profession, Watson Wyatt Worldwide Director of U.S. Benefits Consulting Sylvester Schieber simply rolls his eyes at the term.
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Rodney Rogers - Adjoined Consulting
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 Adjoined Consulting CEO Rodney Rogers launched his firm in 2000 based on the principles of “efficient consulting.” Given how, and where, the former Accenture consultant internalized those principles, “empathetic consulting” seems an equally fitting description of Adjoined’s approach.
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Robert Pryor - Capgemini Energy LP
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 Capgemini CEO Chell Smith foresees a day when utility companies — under pressure to reduce costs — turn to outside providers to manage their back-office processes. In May 2004, Capgemini took a first, dramatic step toward that goal by forming Capgemini Energy LP, a joint venture with TXU Corp. that began when the consulting firm won a 10-year contract to manage back-office operations for the energy giant — the largest business process outsourcing deal in the history of the utility industry.
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Stephen Pratt - Infosys
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 Two years ago, a couple of thoughts struck Stephen Pratt, then a partner with Deloitte Consulting, as he scanned a high-tech client’s office filled with 200 of his consultants pecking away on their laptops: Our consultants are miserable from the standard cross-country commute and hotel existence we subject them to. And, Our bills are making our client miserable.
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