Based on my experience in D&T's in the U.S. consulting practice (management solutions and services), I would encourage you to focus your due diligence in 2 areas: Nature of consulting and commitment to the profession.
On the first issue, the nature of consulting varies between DC and D&T on issues more significant than size of client. The bread-and-butter of D&T non-audit revenues come from IT implementation/conversion, tax consulting and human capital advisory services. At least in the U.S., the more traditional management and strategy consulting has received far less emphasis and support at D&T than DC. If you’re content to build your career in the tech and SAP realm, this may not be an issue for you.
Regarding commitment, Jim Copeland and Bill Parrett were vocally reluctant to spin off DC. However, when they made the decision to follow the other leading accountancies, their rationale was that the market demanded independence between auditing and consulting. This syllogism, however, raises questions around why they would still keep some consulting at D&T while spinning off the rest to DC. Though I can’t explain this inconsistency, maybe D&T leadership can. You just need to seek out and be comfortable with their answer.
Hopefully this is useful food for thought. Good luck!