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It makes sense, consultants are used to spinning things in a very marketable way for people just like VCs so it's probably easier for them to give the old razzle dazzle. Presumably they also have a certain set of actual business skills/acumen that might make them more appealing to investors.
I wonder if there's a qualitative difference between what's pitched to VCs by consultant founders versus engineers.
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As usual, the people doing the real work get screwed.
Unfortunately, the "people doing the real work" don't know how to play politics. Business is a game, the winners are good at playing the game. Most engineers don't make good business people. It's about playing to your strengths. If you aren't good at the game, get a partner that is.
I would love to see a breakdown in terms of which consulting firms founders came from, grouping the big shops (Bain, BCG, McKinsey, Booz, Accenture, etc.) to the operations shops (LEK, AlixPartners, etc.) and boutiques. Some shops are known to get their hands dirtier (as in work more directly with company management and employees) than others, so that could potentially help elucidate how actively knowledgeable founders are.
And yet has there been a startup in recent years that had a big exit that was run by a management consultant?
