Everyone from weight loss companies through to cosmetics providers freely bandies around the job title of "consultant", but when it's used in the world of business, we're usually looking for advice well beyond what's the best moisturiser for our skin.

Still, even in the business world, the job of being a consultant can vary immensely. One of the world's largest consulting companies, Accenture, uses consultants in various ways across its diverse businesses. Some roles span a wide range of fields (these are the type of jobs where MBAs often find a home), while consultants also find their niche in one of Accenture's many vertical companies (these include products, financial services and health).

"[In our verticals] we are looking for consultants that, over time, develop deep industry expertise," says Bob Easton, chairman and senior managing director of Accenture Australia and New Zealand.

Easton's own entry to the consulting field came more than 20 years ago, after an army career that included a stint as a bomb disposal specialist.

"Even in the army I loved [working] with people to solve complex problems, learn and interact. I didn't realise it at the time but these are the types of things that make you a reasonable consultant," he says.

Easton went on to post graduate business studies, then an MBA.

"I loved that we studied all these case studies, and I thought, 'If I wasn't in the army, I'd be a consultant'," he says.

Eventually, he made the switch, climbing the ladder to now lead a team of more than 4100 people. He says a lot of consultants will eventually become industry specialists.

"Think about the attributes a client wants to pay for. Firstly, the person has to be relevant to them. Even ... the youngest new graduate, they have to be able to do something that is creating value for the client." Once value is established, it's essential that consultants excel at critical thinking.

"What people want today are problem solvers. They want you in there if something goes wrong, or they want you to work with them to solve the complexity they face in the marketplace," Easton says.

While problem solving is king, relationship-building skills are still important.

"Consultants have to be able to build trust. I want people to take the risk to get to know people, and to be interested in others," he says.

Easton says that today there are typically two paths into the field. Some enter after university study.

"We hire from the sciences and the arts, we're assessing critical thinking skills, cultural fit, agility and critical thinking skills (among others)," he says.

The second road in usually involves building up industry knowledge and then spinning that into a consultancy role, a path Easton says is particularly effective when combined with an MBA.

Those who do make consulting their career can expect the unexpected. Easton started at almost forty, by working in consumer products and strategy. Roles in Hong Kong, Germany and London followed, before an eight-year stint in the US consulting for some of that country's largest healthcare companies. He says this type of diverse career path is commonplace.

"I don't think anyone can predict the journey," he says.