Haven't figured out the "go-to market" strategy quite yet, esp after FIS Acquisition of Capco, Clear2Pay & Sungard. Lot of churn at the Leadership levels. There is significant friction with parent FIS, when chasing deals in combined pursuit. Also, Capco is overtly dependent on a few large clients and is not competitive enough when like the Big4, from where it derives talent and competes on the basis of fees.
In North America, Capco does a lot of "Run" projects than "Change" projects. There is an exciting relationship with a Brazilian Bank, but that success hasn't been replicable in North America. I do not consider Staff Augmentation or ChangeSourcing (read, Rebadging) , where Capco has been very successful, to be IT Advisory work, which Capco claims, but it helps the company makes its money.