Arrgh! Consultants! Get thee behind me! 🙂 Unfortunately the ratio of good outcomes to poor outcomes from bringing in the consultants, in my lengthy experience has been about 1:3. The problem is not necessarily the consultants themselves. It's the propensity for management (i.e. non-database types) to book the wrong ones. Some consultants are truly enviable and slick sales people. They really do look and act the part in the run up to the generation of the purchase order. Charming, urbane, and convincingly equipped with all the right buzzwords ("targetted lake analytics" anybody?) and carefully crafted slides.
It's only when the PowerPoints have faded, the dust has cleared, and the feckless saps - permanent employees we sometimes call them - pick up the code debt, that the true extent of the damage becomes apparent.
It's an awkward situation. No senior manager enjoys the realisation they've been conned again, and so an understandable degree of denial sets in. Who are they going to believe? The awfully nice chaps who gave us so much hope, and paid for a really tremendous lunch, and who... really looked the part... Or the morose permanent employee. Two fifths "I told you so" and three fifths "now I have fix this".
On the plus side, cleaning up the mess of others really has made me a better coder. The more fly-by-nighters we get in, the broader the pantheon of oddball, unfinished solutions to which I am exposed. It's a kind of inoculation I suppose.
...One of the symptoms of an approaching nervous breakdown is the belief that ones work is terribly important.... Bertrand Russell